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Think Better, Be Better, Do Better.

When I think about the evolution of the humble cup of coffee, I call on thoughts about varied discovery stories, the number of varieties of coffee beans and, of course, the many techniques that can be used to make a good cup of coffee. For example, The Chemex Method, Aeropress and Hariov60 are all techniques that individuals swear will make an exceptional cup of coffee. So, it is about more than just a good quality coffee bean but also the brewing technique used.

When we open our minds to possibilities, we think about things differently. The simple act of roasting beans to produce a satisfactory drink has become an artistic craft with critical criteria to ensure that the humble cup of coffee is beyond mediocre. It needs to be exceptional.

Leadership is no different. When we engage in a leadership role, we first need to consider how we can think, be and do better to support the organisation’s and/or team’s vision and mission and the people who serve it. Introspection, mentors, quality professional learning from experts in the field and evidence-based research are just some strategies that open our minds to possibilities. The most significant factor in all of these is understanding our personal “why”. Simon Sinek emphasises that people and organisations will often share the “what” and “how” of all that they do but rarely and successfully communicate their “why”.

Interestingly, being clear about our ”why” is only half of what we need to do. The other half is about connecting with others. Conversing with all internal stakeholders enables us to hear other’s stories. It may give us great insights into how to grow all aspects of the organisation and team. Connecting with external stakeholders also provides us with insight into others’ perceptions of the organisation and or team and invites us to mitigate whether this perception is, in fact, reality. So, are our words and actions in alignment? Do we practice what we preach? Is our culture enriched or impoverished?

Remember that the information gained is shared in good faith to grow and develop an organisation. Identifying strengths and recognising areas that require improvement become a pivoting pad to collaboratively plan the journey of the organisation’s and team’s next phase. Active engagement and quality collective support are two strategies that guide newly appointed leaders to think, be and do better. When leaders are open to learning about themselves and others, pay attention to their communication and are clear about roles and expectations, they too can grow an organisation and or team beyond mediocre to exceptional.

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We acknowledge the Traditional Owners of the land where we work and live. We pay our respects to Elders past, present, and emerging. We celebrate the stories, culture, and traditions of Aboriginal and Torres Strait Islander Elders of all communities who also work and live on this land.
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