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Samantha Pickering and Peter Keith from The Eighth Mile Consulting discuss the science behind resilience.

 

There is a difference between positive stress and toxic stress. Long exposure to stress can have significant impacts on our health, but there is good news, we are in control of how we perceive our world. Problem-solving and coping skills are examples of positive stress that we can exercise for our benefit.

There are five areas within our control that can influence our ability to be resilient, which we explain further in this short presentation:

  1. Social Connections
  2. Attitude
  3. Values
  4. Emotional Acceptance
  5. Sense of Humor 

In this video, we also decode the four main chemicals that affect our behaviours and moods. Looking further into how the language we choose to use directs our bodies as to how to respond to a situation. This helps provide an understanding as to how we can make simple changes to create a positive impact in our own lives. Peter Keith coaches on shifting the subconscious speech patterns that are limiting our own experience.

Building our own ability to be resilient is often a precursor to leading our teams through times of uncertainty and managing ambiguity with decisiveness and clarity. The Eight Mile Consulting has developed an online leadership course, specifically for those ambitious leaders seeking to develop themselves professionally, to become greater leaders for their team.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

John Kiriakakis from The Eighth Mile Consulting asks Anand Tamboli what we need to consider before implementing Artificial Intelligence within a business.

There are a number of areas within operating expenses for a business where cost reductions can be found with the implementation of these new technologies. We touch on some of these expenses that may raise questions for your own strategy development.

Some of the myths surrounding AI that we cover

  1. It is too expensive
  2. There is too much complexity involved
  3. You will attract a bad reputation for automating
  4. Automating will solve all of your problems

We also break down the levels of AI and provide case studies on what this may look like in your business from

  1. Data-driven decision making 
  2. Shared roles between bots and humans
  3. Complete automation of functions 

In this video, we explain how implementing AI within your business can increase your efficiency, giving your employees more time to deliver higher quality and improve your overall client experience.

With all of this in mind, what are the next steps?

Before you begin the implementation phase of your AI project, consider these points;

  1. Look for the small wins
  2. Pick a clear outcome
  3. Do not get stuck in a money drain
  4. Set defined boundaries for the project
  5. Find a low risk, low cost, stepping stone to use as a sample test

Let us know – What are some challenges in your business that you think AI might be able to resolve?

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

Jonathan Clark and Peter Keith from The Eighth Mile Consulting address the myths of change management and how to successfully establish a change initiative.

 

There are a number of areas that affect the success rate of change management projects, in fact, research from McKinsey and Co show 70% of all transformations fail. We touch on some of the challenges that may raise questions for your own change management project.

Many projects that we encounter in working with organisations to support their change requirements come across these four issues, which we explain further in this short presentation:

  1. Change fatigue
  2. Resistance to change
  3. Lack of change champions
  4. Return to old habits

In this video, we explain the five pre-conditions for contentedness in an organisation as the model by David Rock outlines. This helps provide an understanding as to how our employees may perceive the change we are requesting and why they may be experiencing change fatigue. Change is a choice and it is our job to create the conditions that support change and promote the choice to embrace it.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

This article was originally shared by Ian Mathews on Forbes

David Neal spoke with Ian Mathews about his transition from his career in the military into founding his own consultancy alongside his partner Jonathan Clark.

David shares with Ian the considerations he and Jonathan explored when establishing The Eighth Mile Consulting strategy development.

They also covered these points in their conversation which can be seen in this short 8-minute video posted to Linked In.

  1. The costs of not acting on instinct
  2. The lesson on letting your ego impact your leadership
  3. Why do we fall into the trap of micromanaging?
  4. How much time do you invest in developing people who have not yet met their mark?

From Active Duty To Startup Founder: An Interview With David Neal

If you interview an executive and a military leader, many aspects of the conversation will sound remarkably similar. Both are responsible for adapting to change, leading people, thinking strategically and delivering results.

But several times during the conversation, you are reminded of just how different the stakes can be for the military leader. An executive might recall delaying the removal of a poor performer, resulting in a disruption in business. The military leader provides a similar example but with much graver consequences.

I recently met with David Neal, CEO of The Eighth Mile Consulting, to discuss his journey from the Australian Army to founding a successful business. David spent 13 years with the armed forces before leaving to build a company that helps private enterprises with change and project management, strategy and leadership consulting.

What was your first experience in business? When I was 14, I worked in a liquor store. Sweeping, stacking shelves and all that sort of stuff. I learned the value of talking to people and building rapport, particularly at a young age, because a lot of the customers were rough around the edges.

Your focus now is on leadership. What were your early influences? In my adolescence, I did Shotokan karate and worked my way up from a very young age, competing in the World Championships. That drew a lot of my time throughout my younger years. I was coached predominantly by my dad and spent time on the national team.

You mention your father as a coach. What other examples did your parents set for you? My parents worked in the tax office. That’s an interesting story by itself because my mom and dad come from pretty rough stock, a suburb called Elizabeth in Adelaide, which for many years was the highest crime rate suburb in the whole country. My dad scored a scholarship by randomly attending a school hall once. He went into the air-conditioned school hall on a very, hot Australian summer day. To stay in the air conditioning, he had to take an aptitude and IQ test. He is a brilliant man and his scores landed him an accounting scholarship funded by the government. He created a career there with my mom, working shoulder to shoulder on many of the same projects. It’s a pretty cool story when you think back to how they pulled themselves out of tough times through education.

What was your first leadership role with the military? I went to two institutes: The Australian Defence Force Academy and The Royal Military College – Duntroon, where they designate army leadership officer training. It’s a very competitive environment and you get used to being uncomfortable. I also did some infantry-specific training and deployed immediately to Afghanistan. Straight out of military school, I spent 10.5 months on combat operations in Afghanistan, as a 22-year-old in charge of up to 27 soldiers at any time.

What was that like? That was very gritty work. My role was as part of an Australian force that could support the Afghan National Army and make sure that our soldiers were getting back alive. Wherever there was trouble, we got dragged in and would get our hands dirty. That’s where I developed my close affiliation with the U.S. because we supported each other during some tough times.

What was an early observation in that role that stuck with you? One of the things I observed was a difference between the U.S. and Australian forces in style and approach. I used to talk to my soldiers on a first name basis, regardless of what rank they were, and they’d be like, “Yeah, boss,” and walk off. I had a US lieutenant struck by the casual approach to the way that we deal with our soldiers. And he was like, “How can you do that? This is your rank, and this is their rank, and we’ve got to maintain discipline.” I learned not to rely on my position because the Australian Army is less structured in our hierarchies. And so what works for one military did not necessarily work for the other. We both have the same tactics on the battlefield, but the way that we communicate with our teams is drastically different. He thought they were insulting me by calling me boss, but in our world, that was a sign of respect. If they started calling me sir, I knew I’d stuffed up.

Does that lesson apply in business? There’s a level of respect in assuming that the people who work with you can poke fun at you. It shows that we trust your ability to deal with it. And if we don’t talk to that person or we don’t want to offend them or whatever, then that’s probably a more concerning sign in our culture.

Tell me about a mistake you made as a new leader in the field. I did not make the hard decisions early enough. An example of that, I had someone in mid-level leadership that was in charge of other people. I was easily influenced and didn’t want to break up the team just before we deployed. I thought that I could change or educate that person in time, and I was wrong. We had a gunfight, and this person froze at a time that I needed them not to freeze. And I now look back and know I could’ve done something about that.

Why didn’t you act on your gut sense? I didn’t want to ruffle feathers, and I didn’t want to upset the status quo. I paid the price for that at the gritty end. If I had groomed someone else, I wouldn’t have risked people’s lives. So for me, have those hard discussions early and be willing to justify the reasoning behind that.

I went through the same thing as a new leader. My naive way of thinking was, “I can change everybody.” It was my ego saying, “I’m a good enough leader to overcome this.” Absolutely. The lead up to that, we’ve gone through four years of relatively intense training where everything is graded, marked and assessed. You’re compared against your peers. The day you graduate, you’re rated from one to whoever is left in the class. You know where you sit in terms of your cohort, your peers, and these are arguably the best leaders in the country. And you’re getting rated against those people. I mean, that’s always in the back of your mind. There’s a competition about who is the best. I’ve got to be the fastest, and I can’t be the weakest — all these really kind of misaligned perceptions.

How did those rankings impact your judgment? I didn’t want to be the one with the weaker team. I didn’t want to cause problems for my headquarters. I didn’t want to be that guy. I wanted to be the guy with solutions. I’ll fix it. And really what I was doing was slapping more band-aids on the problem but not curing the infection underneath. And ultimately, I paid the price for that. And then I had to endure the rest of the tour with that individual. And it hurt me. I had to micromanage to make sure that my soldiers were safe and this came at the expense of the overall operation. With a few hard discussions early, we could have fixed that entire thing.

What were the consequences as you got dragged down to a lower pay grade? The soldiers see that, and they’re like, “Well, why is the boss mucking around at our level? Why is this, why is that?” And I’m trying to work behind the scenes to make sure that everyone’s safe and we all get back alive. That weighs heavy on your conscience. You’re trying to make sure that we’re all going to get back. The other thing I learned, and I think it relates to corporate, military, and personal life is the value of context.

The times when my staff were most frustrated with me were when they didn’t know how or why we were doing something.

If I could talk to a younger version of me, I would say spend that extra 60 seconds on every engagement you have with people to explain the context about how and why you’re doing something. If you can cover both of those things, it will prevent 90% of the problems before they start.

What happens when a leader isn’t transparent enough? It always creeps out anyway. Whatever you say to one person will get back to the original person. It builds strong rapport and trust when you go up to another human and say, “I have a lot of respect for you, and I’m not going to talk behind your back. I’m going to say these things to your face because I believe that you can deal with it.” If you can frame conversations in that way, people will take it positively. One thing that took me a long time to figure out is that the more vulnerable I am, the stronger I am.

Can you elaborate on the importance of being vulnerable? It is counter-intuitive for someone trained to protect their reputation. The more I share about my vulnerabilities, the stronger the rapport I have with people. And I am able to leverage my network to achieve a disproportionate impact.

I find that the most productive people simply have more people willing to do them a favour. Absolutely. And what that looked like was, “Hey Bill, could I borrow some of your trucks? Could you give me a drop 20 km down the road with your helicopter, Harry? Because that would be a great asset for us not to walk that far.” These were favours, not orders or demands. This was over a mobile phone going, “Hook a brother up, and I’ll do you a favour later.”

How do you share vulnerability in a business context? When we meet someone, we tell them how bad we are at some things. We put those knives on the table before we start. We approached two-star generals with, “Hey look, this is where we’ve personally let you down. Let me explain where we’re weak. We haven’t hit the mark on this particular project.” The more we did that, the more those people protected us because they were like, “I can trust this person. I don’t need to hunt for the negative things. They just tell it to me straight away.”

As you approached the end of your term, how did you decide to start this company? I had no intention of creating a business. I jumped into a project manager role in a large not-for-profit organization to roll out an enterprise project. It was similar to some of the projects I worked on within defence. But while I was in that organization, I observed what I thought were Leadership 101 problems. It was a toxic environment, and I was like, “How can this business run when leaders can’t even talk to their staff? They can’t say one thing without bullying them.

So, you saw a problem first-hand and decided to build a solution? Yes. I started taking notes in the background with my friend Jonathan, as we were working on this project together. We got to the end of our contracts, and I said, “Do you think there’s merit in us starting a business where we can help people based on our lessons learned?” We got so comfortable working in high-performing teams, and there seems to be a complete vacuum of it. And working with high-performing teams is addictive. It’s an amazing feeling when you’re on a humming team, and everyone knows their place, and everyone’s getting stuff done. I thought, “Why don’t we start a business helping companies create great teams?”

Your company’s motto is, “Good people helping good people.” What does that mean to you? We look at projects and change initiatives holistically, but with a lens of, “How do you engage with people?” Because so many problems are disguised as something else. Most of what we deal with is people. What looks like a technical problem is often one person won’t talk to another because they don’t like them, and the company is trying to patch it with a new system that costs a million dollars. We ask why they don’t get the two talking to each other or get rid of the offender.

You started Eighth Mile Consulting with your longtime friend, Jonathan Clark. How important has it been for you to start this business with a partner? It’s massive. We made a deliberate choice that we would fulfil two roles, as we have two different styles. Behind the scenes, we do very different things. I’ve adopted the part of the gap-finder, forward-leaner, opportunity-finder, relationship-builder. Jonathan has adopted the systems, processes, structure, design, organization, management and operational side. Knowing your place in the team and defining it is crucial. We hold each other accountable, and I think our team thrives on that.

How did you think about positioning for Eighth Mile? In true military fashion, the first thing we did was purchase a whiteboard and a big marker. Jonathan and I sat there over bourbon and wrote about where you might not see two knuckle-dragging ex-infantry consultants. Where can we be a point of difference? And we focused on not-for-profits, clinical care, medical and education. We’re going to lean into these areas where we are a point of difference.

What was your marketing plan? We tried LinkedIn, Facebook, Instagram and Twitter with different messaging. I aimed at these various industries to see where we might provide value. LinkedIn quickly rose to the top, and I developed a few tactile skills on that platform. So we started building our personal brands concurrently while we were making the company brand. Our messaging slowly switched to, “Well, if you like me as a human, you should see the rest of my team, because they’re incredible.” Since our business has been running, we’ve spent less than $500 on advertising.

What advice would you give to someone starting a company today? In the small business world, you do everything for a while. You don’t have the capital, and you don’t have the revenue coming in. Your margins might be small. Write down your strategy. It’s a contract with yourself and that should incorporate a linkage to your personal life. Do not commit to starting a new enterprise or a new business if you think that it will not affect your home life.

You can read the full article here

David Neal and John Kiriakakis from The Eighth Mile Consulting explain the benefits and disadvantages of different levels of setups and the equipment required for each.

There are a number of areas within operating expenses for a business where cost reductions can be found with the implementation of these new technologies. We touch on some of these expenses that may raise questions for your own strategy development.

Many projects that we encounter in working from home require consideration across these four main areas, which we explain further in this short presentation:

  1. Audio
  2. Visual
  3. Control
  4. Input 

In this video, we explain exactly how continuity of your presentation link to your reputation and your overall client experience. This is the first step in creating captivating content that is engaging for your audience, whether that be for internal purposes or for external stakeholders.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

Panel Discussion at The Eighth Mile Consulting Aligned Leaders Summit

For those who were unable to make it to the Aligned Leaders Summit, we have recorded a number of presentations, including the panel discussion at the end where Peter Keith, Jonathan Clark, David Neal, Trehan Stenton, Neil Salkow and Samantha Pickering answer questions from the audience regarding lessons in leadership and how to support the desired values within our workplaces.

The questions discussed include:

  • 00:55 – What are some of the ways you can incentivise staff?
  • 04:35 – What would you classify as the single most defining leadership behaviour?
  • 09:42 – What do you do to increase self-awareness?
  • 14:20 – How do you pick up on team members’ well-being states and at what stage do you intervene?
  • 18:30 – At what stage in leadership should you start thinking about succession planning?
  • 21:45 – Do you feel we currently are in a mid-cycle economic slowdown with a quick recovery on the other side, or in a position with far more detrimental lasting impact?
  • 23:20 – What is the single most important discipline action that you do for you on a routine basis?
  • And many more…

About Aligned Leaders Summit

The Eighth Mile Consulting has brought together a team of experts to provide an event for Leaders to improve the strategic alignment of their teams, create a culture that fosters resilience, and learn ways to survive, stabilise and grow during times of uncertainty.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

Do you have questions you would have liked to ask the panel at the Aligned Leaders Summit? Let us know in the comments below!

Reports like this illustrate why we are passionate and loyal in supporting organisations like RSL Queensland who selflessly exist to service our veteran community.

Key points: 

1. Approximately 5.3 per cent homelessness of Australian veterans who left the Australian Defence Force (ADF) between 2001 and 2018…higher than that for the general population (1.9%). 

2. Higher levels of psychological distress and post-traumatic stress symptoms 

3. Less contact with family and friends 

4. Lower levels of satisfaction with partner and children 

5. Engaging in risky behaviours (e.g. driving, gambling) 

6. Smoking and use of recreational drugs 

7. Higher likelihood for arrest or conviction for a crime 

8. A greater number of lifetime traumatic events.

Full report can be found here

In 1998 a movie called Blade was released staring Wesley Snipes. The movie explains a world existing with both humans and vampires. The movie details how humans continue to go about their lives not knowing about the dark underbelly culture of vampires existing in the shadows. Within the movie the vampires have created clans, alliances, professional networks, financial independence and structure. Their community is well resourced, run and powerful.

Since leaving the military I have observed the corporate world through a number of different lenses:

  • Veteran lens
  • Family lens
  • Charity/Non-for-Profit lens
  • Business Owner lens

My observations are leading me towards a unique observation; ‘good people’ are similar in so many ways to the vampire community in Blade, except their intent is entirely different.

I continually see positive and passionate individuals attracting other amazing individuals. They are conceiving, planning and delivering amazing initiatives behind the scenes of so many others who are worried only about themselves. These amazing people are:

  • Having backdoor discussions to find ways to resource positive projects that will help others.
  • Linking positive people with other powerful networks
  • Finding ways around red tape and bureaucracy in order to get positive and rewarding ideas up and moving
  • Negating the effects of negativity and toxic work cultures by providing each other with support networks and frameworks which allow them to maintain their resilience and momentum when the odds are against them
  • The list goes on…

I feel truly honoured that positive people would include me and my team in this exclusive sub-culture. It is something I prize and take very seriously but entry is not free. It requires demonstration of certain behaviours and values in order to be considered for entry. These characteristics and behaviours are evidently not for everyone:

  • Our projects and ideas must serve others. This might be the environment, the community, professional and personal development. It is okay to make money. No one should say otherwise, but the higher purpose must be there!
  • People are willing to ‘put skin in the game’. This might mean having to receive a temporary revenue hit because you choose not to support a negative organisation, project or individual. It might mean, donating time to things that don’t make money but significantly help others. It might also equate to working after or before hours in order to support something you might never see the benefits of, but you know will help people.
  • We are always loyal to other positive people! Your actions speak louder than words. When one of the team is knocked down, we all bond together and fight the negativity away. No excuses. I am not going to suggest that this is always easy. Because it is not. It also requires making hard decisions at times. But it is a necessary feature of the community and it is a criterion for claiming to be a ‘good person’.

We founded The Eighth Mile Consulting on a mantra of ‘Good People, Helping Good People’. In doing so we accept that this means there is a level of exclusivity in what we do. We also accept that in some ways it will affect our revenue and growth. I don’t care.

Good people attract good people and that’s enough for me. Of note though, being a good person is rightfully great for business.

I put it to you that if you are surprisingly absent from these positive people and these backdoor discussions. Then you might not have been invited in yet. Not to worry. You now know the rules of the game and the expectations associated with entry.

I hope in time we might cross paths and be involved in the same positive projects and initiatives. Until then, safe travels.

Survival is Not Compulsory: Understanding Change

David and Jonathan work with Kate and Dean from ADA NSW to dive into what Change Management means for the Dental Industry.  The Eighth Mile team cover topics like digital disruption and preparing for the impact of Computer Aided Drawing (CAD) to how simplifying change management can remove fear of change.  There are a lot of obstacles to be faced in change.  By ensuring the need for change is there, it is linked to the organisational strategy and communicated effectively, we can increase our success.  Ultimately staying relevant in your industry is a choice. 

Thank you to the ADA Team.  It is always an absolute privilege to work with Abby, Kate and Dean. 

Listen Now

Spotify | Apple Podcasts | Google Podcasts | ADA NSW website

The best leaders and project managers I have seen are those that can differentiate between relevant and irrelevant information quickly, so time is not wasted unnecessarily. It is those individuals, whom through their line of questioning, determine from another person – ‘what is the thing you want?’.

Do not confuse what I am about to say as an excuse for poor stakeholder engagement, or buy-in. This article is geared towards organisations and teams which operate in high tempo environments, experience stressful positions and require streamlined communication in order to survive.

My previous role within the military was one characterised by high and low tempo periods. Due to the nature of high tempo periods, time becomes short to make accurate and well-reasoned decisions often concerning the allocation of resources, and judgements about personnel safety. But what struck me as odd was a phenomenon I can only describe as ‘rambling’. As people got stressed, they felt the need to justify their question prior to asking it. But why would you be saying more when there is significantly less time? – it doesn’t make sense. It only creates more stress. It took me a long time to realise what was happening, but after having reasonable time to deliberate on the phenomenon I think I have figured it out!

As people become stressed they internally perceive the stakes to be higher. In turn, people tend to transition into a self-protection mode (either physically or professionally) – this is seen particularly in the military where individuals are assessed routinely on their technical skills and their ability to operate complex/complicated systems under trying circumstances. As a result, people rearrange the way they ask their questions in such a way that they begin with the justification before asking the question. You might have experienced this before when someone opens with a massive preamble about a problem and all they really wanted was to ask for something simple like a signature for something you already knew about. This is the same issue on a graduating scale.

On one such occasion I was helping run operations in a large scale military exercise. A person (whom I have the highest respect for, particularly their technical ability and their integrity) was ten minutes into a ramble and unbeknownst to them – time from my perspective was very short! I had to ask directly:

“What is the thing that you want?”

They looked at me somewhat shocked as to the bluntness of the question, but I continued,

“If you had to describe in 50 words or less how I can help you best, what would you say? As I have to leave for a meeting.”

Their reply – priceless.

“Can I borrow your computer for a couple of minutes.”

My reply – and a quick pat on the back later.

“No worries”.

Our relationship since that time has never been better. There was no massive social blunder, no awkwardness, just professional courtesy. Since that time, it dawned on me – how many hours of other people’s busy lives I have needlessly wasted by asking questions in the wrong way.

In certain circles within Defence, a technique called Bottom Line Up Front (BLUF) is utilised. It directly addresses this problem – it formally requires the individual to rearrange their correspondence in such a way that the question is the first line read on the document, brief or presentation.

BLUF Example:

I seek approval to move item X to area Y?

Justification:

  1. The item needs to be serviced
  2. Replacement items are inbound
  3. The item will no longer work with system Z which will be introduced in June.
  4. Etc.

The result is the decision maker is queued towards the problem early, and can actively consider the justifications without getting lost in the data.

Please note, when I refer to direct questioning, I am not implying one has to be rude, or unapproachable – quite the opposite. I am suggesting that a strong team with well rehearsed lines of communication should be able to circumvent the need to talk unnecessarily in times of extremis, or high stress. Team members should be confident in asking questions directly, and leaders should be comfortable in their team members’ abilities. Those teams that can achieve this level of operational ability are routinely the same that outperform their competitors.

Now I am not suggesting that Nirvana can be reached in terms of perfect communication, but I would suggest that there are certain things we can do at our level to improve our communication when it counts the most:

  1. Think before you communicate – What is it you want? Be prepared to explain why if they ask. Rehearse your question and answer.
  2. Don’t be afraid to ask the direct question – ‘What is the thing you need from me?’ or ‘Please describe exactly what you see me doing to help you?’
  3. Train your personnel – Encourage people to be confident enough to ask direct questioning.
  4. As a leader, be approachable and explain your intent – If you have to ask someone to be direct with their question also explain that you are not being rude and you appreciate direct questioning as it helps you problem solve more efficiently.
  5. Reinforce the correct behavior.

In my own experience, I have seen this work very effectively. Not just within Defence but across a multitude of different agencies. By cutting out the white noise I think I have significantly improved the way in which I communicate. My team members have also adopted the same line of questioning, to a point where it has become habitual. Give it a try!

We have taken many of these lessons and incorporated them into The Eighth Mile Consulting.

We’d love to hear your thoughts in the comments below.