How to Master Authentic Leadership (Even Without Direct Power)

Few leaders have successfully navigated the intersection of politics, diplomacy, and business with as much poise as Hon. Arthur Sinodinos AO. With a distinguished career spanning public policy, national security, economic strategy, and innovation, Arthur has played an important role in shaping Australia’s position on the global stage.

As former Australian Ambassador to the United States, Arthur was involved in key negotiations on AUKUS, the Quad, and the Indo-Pacific Economic Framework, strengthening Australia’s alliances in an era of rapid geopolitical change. 

Today, he leads as Partner and Chair of The Asia Group’s Australian practice, helping businesses and governments navigate an increasingly complex global landscape.

Having known Arthur for over two decades, I’ve had the privilege of witnessing firsthand his wisdom, integrity, and strategic thinking. 

Our first meeting took place at a private luncheon in Canberra during his tenure as Chief of Staff to the Prime Minister, where he shared invaluable insights into government leadership and policy-making.

In this conversation, Arthur reflects on personal branding, leadership transitions, reputation management, and the values that have guided him throughout his career. 

He shares lessons from some of the world’s most influential leaders and offers a perspective on what it truly means to lead with authenticity and purpose.

Becoming a Personal Brand Without Even Trying

When we talk about personal branding, we often think of a deliberate effort to shape how we are perceived. However, for Hon. Arthur Sinodinos AO, his brand wasn’t something he actively built; it emerged naturally over time.

“For a long time, I didn’t see myself as a brand,” Arthur shares. “But as I progressed in my career, I found myself in situations where I was, for example, having to perform more publicly.”

Arthur recalls how, as Chief of Staff to the Prime Minister, his media presence and public exposure made him increasingly aware of how others perceived him. 

Later, when he moved into the private sector, he noticed that people already had an impression of him before meeting him.

Realising that his reputation preceded him made him recognise the power of branding, even if he hadn’t intentionally curated one.

Still, Arthur is cautious about over-engineering an image. “I haven’t consciously set out to say, ‘Well, this is the brand, and this is how I’m going to market it,’ because I’m slightly uncomfortable with the idea that you do this consciously. Authenticity is important in these things, and people will always, I think, find you out in the end if you’re something you’re not.”

Instead, he focused on staying true to what he was best known for. Over time, this authenticity shaped his brand, one built on trust, discretion, and being a reliable advisor.

Arthur recalls a moment that reinforced this perception: “I had a mentee in politics I was talking to one day, and she said to me, ‘Yeah, I trust you because I think you’ve got my best interests at heart.’”

Now, even as he transitions through different roles, he remains mindful of the reputation he has built. “I’m ever more conscious of living up to the brand that’s been created. I’m comfortable with the brand because I think it’s me, but I’m conscious that I have to live up to that brand, particularly when I’m working for others or representing others, as in this case, The Asia Group.”

For Arthur, personal branding isn’t about creating a manufactured image. It’s about being consistent, trustworthy, and genuine in everything you do.

How to Thrive in Politics, Diplomacy, and Business Without Losing Yourself

For many people, career-defining roles become deeply intertwined with their personal identity. The higher the position, the harder it can be to separate who you are from what you do. 

But for Hon. Arthur Sinodinos AO, despite holding some of the most senior roles in Australian politics, diplomacy, and business, he has managed to evolve across industries without being defined by a single title.

Transitioning from government to diplomacy to the private sector, Arthur has developed a fluid leadership style that allows him to carry lessons forward without being bound to any single identity. 

A key part of this is his ability to understand power dynamics—especially when operating in roles where power is indirect.

“In the case of a Chief of Staff role, you're an extension of your boss in many ways, and if you have their confidence, others will listen to you because they see you as speaking on behalf of your boss,” he explains. 

“But in many of these roles, I didn't have that much power myself, so it wasn't as if I was giving up that much power. In other words, I'd been used to exercising power in a more indirect way, rather than a direct way.”

This approach allowed Arthur to adapt seamlessly as he moved through different roles. His focus wasn’t on holding onto influence but on creating meaningful impact in each position.

This mindset shaped his decision to accept the Australian Ambassadorship to the United States, a role he saw as an opportunity to continue impacting on a global scale.

Arthur acknowledges that letting go of past roles and embracing new ones can be difficult for some, but for him, it has always been about moving forward without clinging to past titles.

Reputation Takes a Lifetime to Build and a Moment to Lose

Reputation is one of the most valuable assets a leader can have. It takes years to build but can be shattered in an instant. 

For Hon. Arthur Sinodinos AO, the true weight of reputation became clear not when he was rising in his career but when he feared he might lose everything.

He recalls one of the most challenging times in his career when he was caught up in two ICAC (Independent Commission Against Corruption) investigations in New South Wales.

"It was a very difficult time," he says. "All sorts of allegations were being made. Nothing specific was actually being alleged against me, but I was caught up in this miasma of stuff, and it was at a time when ICAC, I think, was at the height of its powers because of what had gone on before with the Obeids and everything else."

For Arthur, it was an unsettling experience that made him question whether everything he had worked for could be taken away overnight.

In moments of crisis and uncertainty, he fell back on the only strategy that had ever worked for him, keeping his head down and doing the work.

"I handled that like I handled everything else," he explains. "You put your head down and you work your way through it, you take advice and strategise about how best to approach things."

Despite the intense scrutiny, nothing adverse came out of the inquiries against him. However, the experience was a stark reminder that reputation cannot be taken for granted.

"I hadn't thought of it that much before, because I'd taken it for granted," he admits. "But then when it looks like it's being taken away from you, all of a sudden, you say, ‘Oh, how do I rebuild my reputation?’"

Arthur credits his survival and career recovery to his position at the time.

"I was lucky. I was a senator when all this happened because I still had a job. If you're in the private sector and something like this happens to you, you often lose your job, and you're really vulnerable."

Rather than retreat, he doubled down on his political work, proving his value through action. Over time, he regained trust, becoming a minister under Malcolm Turnbull and taking on multiple cabinet roles.

Just as Arthur had rebuilt his reputation, another personal crisis tested his resolve.

"In 2017-2018, I had the cancer episode, which is a story in itself," he shares. "That may well have evoked some sympathy among people on one level, but then that led to the decision—maybe I should leave frontline politics and do something else."

The ambassadorship to the United States became that new chapter. Yet, despite successfully reinventing himself once again, the scars of public scrutiny remain.

"I don’t know whether I still suffer some form of PTSD from that period," Arthur reflects. "I think sometimes when I get calls from journalists, for example, asking for information, I often wonder, ‘Oh, this name’s come up. Are they after something on me?’ Because that’s something I went through for three or four years pretty consistently."

Looking back, Arthur acknowledges that he didn’t fully grasp the pressure he was under at the time. His approach was simple:

"My attitude has always been, and this was also the attitude with the cancer to get through every day. What do I have to do to get through today?"

Challenges like these test a person’s character in ways they never expect. Arthur doesn’t know whether hardship makes someone a better person but believes that survival is a victory.

Leadership Has Changed, and the Rules Are Different Now

The dynamics of leadership have shifted dramatically over the past decade. The rise of social media, changing public expectations, and increased transparency have made it harder for leaders to navigate crises as they once did. 

What worked ten years ago may no longer apply today.

Reflecting on his experiences, Hon. Arthur Sinodinos AO acknowledges that how he handled past challenges would likely require a different approach in today’s landscape.

He recognises that while he wouldn’t want to go through those difficult moments again, the lessons he learned have equipped him with better strategies should he ever face similar challenges in the future.

Arthur notes that today’s leaders must be more adaptable, transparent, and emotionally resilient than ever before. The broader population, media, and public sentiment have evolved, making the margin for error much smaller. Leaders can no longer operate behind closed doors. They must anticipate scrutiny and respond with clarity and confidence.

To prepare for this new reality, Arthur shares an important psychological insight he gained during his cancer recovery. While undergoing rehabilitation, he worked with a psychologist at St Vincent’s, who encouraged him to confront his fears head-on.

"One thing she said to me was, ‘Have you thought about what if the cancer recurs?’ I said, ‘Well, I don’t like to think about it.’ And I said, ‘What are you getting at?’ And the point she was making was, ‘Well, think about this. You’ve been through this experience now. You know what you faced. You know what you would face again, and perhaps you’ll be better prepared for it because of what you’ve been through before and know what to do.’"

Arthur realised that visualising worst-case scenarios can help leaders prepare mentally and emotionally for difficult situations. Instead of avoiding fears, facing them head-on reduces their power.

This approach applies to leadership crises as well. Arthur shares a conversation with a therapist in Sydney, where he was encouraged to mentally rehearse difficult situations and map out how he would handle them.

"She said, ‘Look, when you’re thinking about situations, just visualise—well, if this situation happened, how you would handle it, the way you would go through it, and where you’d end up.’ Because she said, in the end, everything has a practical set of steps that you can go through."

Even in the face of worst-case scenarios, Arthur believes leaders must empower themselves by taking ownership of the situation rather than allowing fear to dictate their decisions.

Navigating Power and Influence in the Indo-Pacific

For Hon. Arthur Sinodinos AO, transitioning from diplomacy to the private sector was a natural progression, particularly given his deep understanding of geopolitics, business strategy, and public policy. 

Today, as Partner and Chair of The Asia Group’s Australian practice, he plays a key role in helping businesses navigate the complexities of the Indo-Pacific region.

A firm with deep policy expertise, The Asia Group was founded over a decade ago by former U.S. officials, including Kurt Campbell, who recently served as Deputy Secretary of State. "Their aim at that stage was to help American multinationals navigate Asia policy and regulatory issues, geopolitical issues, identify market entry strategies, good local partners," Arthur explains.

Since its inception, the firm has expanded significantly, growing from a Washington, D.C.-centric organisation to a major presence across Asia, with offices in Hong Kong, Shanghai, Mumbai, Delhi, Taipei, Tokyo, Hanoi, Bangkok, and Singapore. 

Now, Australia is a key part of that expansion, with Arthur leading the firm’s strategic direction in the region.

At its core, The Asia Group operates at the intersection of business, government relations, and public policy, advising multinational companies on navigating geopolitical shifts, trade regulations, and emerging risks.

"In the Australian context, our priorities with The Asia Group would be around defence and national security, particularly AUKUS, as well as digital innovation," Arthur shares. "A lot of companies want to invest in digital infrastructure in Australia, but they know the regulations are pretty complex."

Arthur also notes that companies interested in North America are now seeking guidance on how potential policy shifts under the U.S. administration, including tariffs and trade barriers, could impact their operations.

With over 100 employees, The Asia Group is rapidly expanding, recently securing growth capital that will double its workforce over the next few years. Arthur appreciates the energy and momentum of the firm, describing it as past the startup phase but still in an exciting development period.

Arthur believes The Asia Group’s approach aligns naturally with his own career experience, particularly his tenure as Australia’s Ambassador to the United States. 

His work in Washington focused heavily on strengthening the Australia-U.S. alliance, especially in the Indo-Pacific region, a focus that The Asia Group also strongly supports.

While the firm has clients in China, it operates strictly as an advisor to foreign companies operating in China rather than representing Chinese firms themselves. "We’re also not lobbyists per se," Arthur clarifies. 

"We have a lobbying organisation we can rely on in the U.S., but we don’t register as lobbyists. We’re more like an extension of a firm’s corporate strategy, government relations, public affairs, and how we help them better cope with the environment they’re in."

The Indo-Pacific region has become one of the world's most important economic and political arenas, and companies are increasingly seeking guidance on how to navigate this fast-changing environment.

India, in particular, is emerging as a major economic powerhouse. "The India office is probably the biggest of the overseas offices because of what Modi has done to encourage foreign direct investment into India, the focus on industrialisation and manufacturing," Arthur explains. "We do a lot of work with companies that want to be part of that story."

With business, politics, and diplomacy becoming more intertwined, his experience allows him to help companies and governments make informed, strategic decisions in an unpredictable world.

The Strongest Leaders Are Defined by Their Values

For Hon. Arthur Sinodinos AO, values are not abstract principles but practical, guiding forces that emerge in real-world situations. 

Unlike those who define values through academic study, Arthur’s sense of right and wrong has been shaped by lived experiences and moments that tested his instincts and convictions.

One of his earliest memories of standing up for what he believed in was at school when he intervened to stop a classmate from being bullied. 

Even as a child, he had an innate sense of justice and fairness. 

As he grew older, this expanded beyond personal encounters to larger geopolitical issues, where he became increasingly frustrated by how powerful nations could dictate the fate of smaller countries.

His strong moral compass naturally guided him into leadership roles, but he soon learned that upholding political values requires balance.

Politics is rarely black and white. 

Arthur understands that while personal convictions are important, leaders must also work within broader party structures. 

There are moments when compromise is necessary to move things forward, even if it means accepting policies that don’t fully align with one’s personal beliefs.

He pointed to his time in government when Tony Abbott became Opposition Leader after Malcolm Turnbull was ousted. 

Arthur had previously supported a carbon pollution reduction scheme, but when Abbott took a hard stance against a carbon tax, Arthur had to reassess the political landscape.

"It was clear the public wasn’t going to accept anything that looked like a carbon tax," he recalls. Instead of holding onto an idealistic position that wasn’t politically viable, he backed an alternative emissions reduction scheme that was more palatable to voters.

This ability to rationalise decisions within a broader context is something all politicians face. He references Penny Wong’s stance on same-sex marriage though she personally supported it, she had to work within party policy until she could push for change from within.

"We all have to toe the party line," Arthur explains. "That’s where the issue of compromise comes in."

While policy positions may require flexibility, Arthur has remained unwavering in how he treats people. Even in high-stakes leadership battles, he prided himself on being honest, direct, and fair.

A colleague once told him they never forgot when he showed up to cast a crucial vote despite being unwell. It wasn’t just about politics; it was about standing up for his beliefs, even when it was difficult.

Loyalty is another value he holds dear. 

When Malcolm Turnbull faced losing his leadership, Arthur stood by him politically and personally. "He had supported me through difficult times in my life," Arthur reflects. "So for me, it wasn’t just a political decision; it was personal."

Arthur believes that true leadership isn’t about rigid ideology but about knowing when to stand firm and when to adapt. Strong leaders don’t avoid difficult choices, but they ensure that every decision aligns with their core principles.

His career shows us that values should guide leadership, not hinder it. 

Whether navigating party politics, standing by colleagues, or making tough compromises, he has always led with conviction, respect, and a commitment to doing what’s right.

How to Stay True to Your Principles in High-Stakes Leadership

Leading across different cultural and political landscapes requires a strong sense of self, adaptability, and the ability to build trust across borders. 

For Hon. Arthur Sinodinos AO, maintaining his core principles while navigating international business and politics has been key to his success.

While Arthur has experience working across the Indo-Pacific and the U.S., he acknowledges that different cultures approach leadership and decision-making uniquely. The key, he says, is to see the world from their perspective.

"If you have a new customer or client, how do they try and see the world as they see it? Can you put yourself in their shoes?" he reflects.

Arthur highlights that working with the United States comes with a distinct cultural approach that values clarity and directness.

"The best approach, I think, is always to be upfront, to be quite clear about what you’re about, what you want. They’ll respect that," he explains.

While Australia and the U.S. share many cultural and political similarities, Arthur notes that communication styles still vary. Humour, for example, doesn’t always translate the same way between the two nations.

Despite these differences, Australians have a strong reputation in the U.S., something Arthur noticed as soon as he took on the ambassadorship in Washington.

"When I first got to America, it was just after the bushfires in Australia. Every American seemed to be aware of them, asking me about them," he recalls.

This familiarity and positive perception of Australians have given business and diplomatic relationships a natural head start, but Arthur emphasises that reputation alone isn’t enough. "You’ve got to prove yourself."

Arthur has observed a cultural difference in how Americans approach challenges. "There’s just this feeling that things can get done," he says. "Whatever side of politics you’re on in the U.S., there’s a belief in possibility."

He references John F. Kennedy’s famous quote about going to the moon, which embodies this mindset of tackling challenges head-on:

"We’re not doing this because it’s easy. We’re doing this because it’s hard."

For Arthur, this mentality aligns with his own leadership philosophy, which is facing challenges with resilience, clarity, and a belief that obstacles can be overcome.

Adapting to different cultural and political environments doesn’t mean compromising core values. Arthur has always approached leadership with a strong foundation of integrity, respect, and clear communication.

Whether working in politics, diplomacy, or business, he has remained true to his principles while understanding the perspectives of those he engages with.

How to Maintain Relevance in a Changing Global Landscape

Relevance is something many leaders grapple with as they move through different stages of their careers. 

For Hon. Arthur Sinodinos AO, it’s not something he has deliberately chased. 

It has evolved naturally through his ability to adapt, his deep understanding of global affairs, and his strategic positioning in the shifting dynamics between Australia and the United States.

"Most of my career just happened rather than me planning it," Arthur admits. But in recent years, his relevance has remained strong due to the increasing importance of U.S.-Australia relations, particularly amid the geopolitical shifts involving China and the United States.

With policy changes, trade disputes, and leadership shifts in the U.S., there is growing interest in understanding how these global developments impact Australia. 

As someone who has lived and worked in both countries, Arthur finds himself frequently sought after for his insights and experience bridging these two worlds.

"The relevance piece is, in one sense, taking care of itself," he explains. "People are interested in what’s going on, and they’re interested in people like me, who’ve had the benefit of living and working in the U.S. but who are Australian and can relate one to the other."

Leadership That Stands the Test of Time

Maintaining relevance isn’t just about staying informed on global issues it’s also about how you lead and bring value to those around you. Arthur’s leadership philosophy has always centred on accessibility, trust, and respect.

"The first part of leadership for me is an open-door approach," he says. "Not just physically, but in terms of communication err on the side of sharing information rather than keeping it to yourself."

Arthur's role extended beyond strategy and decision-making during his time as Chief of Staff in the Prime Minister’s office.

He also saw himself as a people manager, ensuring that the right advisors were in the right positions across the government. His approach to leadership was one of inclusion and support, ensuring that even during ministerial reshuffles, displaced staff were looked after.

"It was about sending a signal that we were a team," he reflects. "People need to feel that they belong, that they are heard, and that their contributions matter."

Arthur credits John Howard as one of the most influential figures who shaped his approach to leadership. He recalls how Howard handled cabinet reshuffles and difficult decisions with dignity and respect.

"What I admired about his style was that he eyeballed people when making tough decisions," Arthur shares. "Some leaders leave it to the media or their staff to break the news, but he took the time to speak directly with those affected."

More than just a political leader, Howard embodied the value of treating people well, a lesson Arthur carried throughout his own career.

"You know the old adage—be nice to people on the way up, because you’ll meet them on the way down," he says. "But with Howard, it wasn’t just a political tactic. He treated everyone with respect, regardless of their status or position."

Arthur believes a leader’s influence is not determined by their title but by how they carry themselves. 

Whether serving as a minister, an ambassador, or a corporate leader, he has always understood that people watch how you behave, not just what you say.

This is especially true for high-profile roles, where every action is scrutinised. Arthur recalls a conversation with a colleague as Ambassador to the U.S., who told him: "You’re on show 24/7, and you have to act accordingly."

For Arthur, relevance is not about clinging to past titles or achievements it’s about continuing to lead with purpose, authenticity, and a commitment to excellence.

And while in the U.S., titles may carry prestige long after a person leaves office, Arthur appreciates the more grounded approach in Australia.

"In the U.S., if you’re a retired senator, they still call you Senator. If you’re an ambassador, you’re still Ambassador X," he says with a smile. "But in Australia, if you walk around calling yourself an ambassador after you’ve left the role, people will say, ‘What a tosser.’ And honestly, that’s one of the refreshing things about Australia."

Arthur’s career has remained relevant not because of the roles he has held, but because of the leadership values he embodies. 

He understands that leadership is not about status but about making an impact, leading with integrity, and preparing the next generation to step up.

Arthur’s Best Career Advice for the Younger Generation

For those just starting their careers, Hon. Arthur Sinodinos AO has a simple but powerful message: take risks while you can.

"Don’t be afraid to take risks," he says. "You’ll regret later the risks you didn’t take."

Arthur understands that many young professionals feel uncertain about their path. He sees this firsthand with his own son, who is navigating decisions about postgraduate studies and career direction. 

But rather than waiting for the perfect plan to fall into place, he believes young people should experiment, explore, and embrace uncertainty.

"Nothing is irreversible," he emphasises. "Try new things, take measured risks, and learn from them. You have more time than you think to make up for mistakes."

Arthur also encourages young people to think beyond traditional career paths. While corporate jobs provide stability, he believes the modern economy offers more opportunities than ever to work for yourself.

He acknowledges that entrepreneurship requires long hours and hard work, but for those willing to take the plunge, the rewards can be great.

"When you’re young and unattached, it’s probably the best time to give it a go," he advises.

Arthur’s exposure to American business culture has also influenced his views on risk-taking and perseverance. 

Living in the U.S. for several years, he noticed a distinct attitude toward challenges that prioritises action, resilience, and a refusal to accept defeat.

He points to the rapid development of COVID-19 vaccines under Operation Warp Speed as an example of how Americans embrace urgency and problem-solving.

"Their attitude was, ‘We’re not just going to sit here and cop it. We’re going to mobilise the federal government, find vaccines, and find them quickly.’ And they did," he says. "They even grew new companies like Moderna out of the process."

This proactive mentality is something he urges young professionals to adopt in their own careers.

Beyond personal career choices, Arthur encourages young people to embrace a broader worldview. While national identity and pride are important, he believes success comes from recognising our shared humanity.

"There’s a fundamental kinship, a brotherhood of people around the world," he reflects. "The things that unite us are greater than the things that divide us."

At a time when global tensions and nationalistic sentiments are rising, he believes the future belongs to those who can collaborate, adapt, and think beyond borders.

"We’ve got to find a way to work together," he says. "Because in the end, we’re all human beings."

Final Reflections on a Career Built on Trust and Resilience

Throughout his career, Hon. Arthur Sinodinos AO has navigated high-stakes politics, diplomacy, and business with a leadership style rooted in trust, adaptability, and integrity.

His journey from Chief of Staff to Prime Minister to Ambassador to the United States and now a strategic leader in the private sector has been shaped by his ability to stay true to his values while evolving with the times.

His reflections offer a blueprint for leadership in an ever-changing world:

• Reputation is everything. It takes years to build but can be lost in a moment, making trust and consistency critical.

• Adaptability is key to longevity. Career transitions are inevitable, but those who stay relevant are the ones who embrace change rather than resist it.

• Leadership is about service, not power. The most effective leaders focus on mentorship, collaboration, and fostering a culture of respect and integrity.

• Success is built on taking risks. Playing safe rarely leads to meaningful impact. Calculated risks are essential for growth.

• We are more united than divided. In a time of global uncertainty, collaboration and open-mindedness are more valuable than ever.

Arthur’s career is an inspiring story of resilience—the ability to face challenges, reinvent oneself, and continue making a difference. 

His insights are a timeless guide for emerging leaders looking to build careers based on principle, adaptability, and purpose.

As our conversation comes to a close, it’s clear that Arthur’s impact extends far beyond titles and accolades. His legacy is one of wisdom, mentorship, and a commitment to leading with authenticity.

And with that, we wrap up an enlightening discussion that offers not just career lessons but a reminder of what truly matters in leadership and life.

Using Your Personal Brand to Make a Positive Impact In the World

In a world where global events shape our daily lives, understanding the complex web of geopolitics has become more important than ever.

Hagai M. Segal is a multi-award-winning academic and internationally renowned consultant, commentator, and keynote speaker whose mission is to demystify the ever-evolving landscape of global political events and crises.

Hagai's expertise spans geopolitical issues, strategic risks, the Middle East, and counter-terrorism.

But what truly sets him apart is his unique ability to look beyond the obvious headlines and superficial news analysis, pinpointing pivotal connections between international scenarios as they unfold.

His talent has made him an invaluable asset to corporations, financial institutions, business groups, NGOs, police forces, and security agencies worldwide.

In this article, we'll explore Hagai's story, how he became interested in politics and geopolitics, and how he developed his unique approach to explaining complex events. We'll also examine how he has built his reputation as a trusted expert in his field and how he navigates the complexities of the modern world.

Through his insights, we'll understand the significance of critical thinking, education, and nuance in decision-making and how we can all become more informed and active participants in shaping the world.

The Unexpected Path of a Geopolitical Expert 

Hagai M. Segal's path to becoming a renowned geopolitical expert was not a predetermined route but an organic evolution driven by passion, family influence, and a series of pivotal global events.

Growing up in a family where politics mattered deeply, Hagai was immersed in an environment that valued active citizenship and engagement with world affairs.

His grandfather, a trade union activist who played a role in organising the Anti-Fascist marches in London in 1936, set a powerful example of political involvement.

This family background instilled in Hagai the importance of not being a passive observer but an active participant in understanding and shaping the world around him.

When it came time for university, Hagai found himself drawn to politics, not out of a clear career plan but simply because it fascinated him most.

As he puts it, "I just did what I was passionate about." This decision to follow his interests rather than a predetermined path would prove crucial in shaping his future expertise.

The real turning point in Hagai's career coincided with one of the most significant geopolitical events of the 21st century: the September 11, 2001 terrorist attacks.

The global crisis thrust Hagai into roles he hadn't anticipated, from giving government briefings to flying around the world to advising corporations suddenly grappling with the impact of political events on their businesses.

This baptism by fire accelerated Hagai's transition from pure academia to the real-world application of geopolitical knowledge.

He found himself in demand not just for his academic credentials but for his ability to explain and contextualise rapidly unfolding global events.

Hagai's expertise was further honed and recognised through his appearances on major news networks like CNN, BBC, and Sky News.

However, he was careful not to let these high-profile platforms overshadow the value of building genuine, long-term credibility.

He consciously decided to develop relationships with agencies and organisations based on trust and neutrality, rather than seeking security clearances or insider status.

Throughout his journey, Hagai has maintained a commitment to continuous learning and humility.

He surrounds himself with people he can learn from, always seeking contrarian viewpoints and new perspectives. This approach has deepened his expertise and reinforced his integrity as an analyst and educator.

Today, Hagai's expertise is not just about geopolitical knowledge but about his ability to make that knowledge relevant and actionable for a wide range of audiences.

Whether addressing students, corporate boards, or government agencies, he strives to empower people with the tools to understand and engage with our complex global landscape.

The Strategies for Building Credibility in a Sceptical World 

For Hagai M. Segal, building a personal brand in the complex world of geopolitics has been a journey of self-discovery, careful positioning, and continuous adaptation.

As he transitioned from pure academia to a multifaceted career as a consultant, commentator, and keynote speaker, Hagai faced unique challenges in defining and promoting his expertise.

One of the first hurdles he encountered was the cultural reluctance, particularly in Britain, to self-promote.

He recalls the initial discomfort of writing about himself in the third person for his website, stating, "I'm allowed to say that about myself." This hesitation to claim expertise publicly is a common struggle for many professionals, especially those from academic backgrounds.

Hagai also had to navigate the delicate balance between leveraging his academic credentials and avoiding the potential pitfalls of being perceived as too "ivory tower."

He notes, "For many people, the word academic is boring... it suggests that you live in this world of research, where you might write interesting papers sitting in an office, but have you ever seen the real world?"

To counter this perception, Hagai created a dynamic brand that emphasised his ability to operate effectively in the real world, speaking to boards and banks with a practical understanding of their issues.

As his career progressed, Hagai recognised the need to broaden his brand beyond just geopolitics.

He worked to position himself as a catalyst for change, using geopolitical insights to help businesses understand and adapt to global events.

This broader positioning has allowed him to remain relevant and valuable to various clients, from corporations to NGOs and government agencies.

Hagai emphasises the importance of continuous learning and humility in maintaining his brand.

He surrounds himself with people he can learn from and actively seeks contrarian viewpoints. This approach deepens his expertise and reinforces his reputation for providing balanced, well-informed analysis.

Hagai has learned that building a personal brand in geopolitics is not just about promoting oneself.

It's about consistently delivering value, maintaining integrity, and adapting to the changing needs of clients and the world at large.

As he puts it, "I'm more passionate than ever... about continuing to ensure that people are informed and they make informed decisions."

The commitment to informed decision-making in a complex world continues to be the driving force behind Hagai Segal's enduring and respected brand in the field of geopolitics.

The Role of an Educator in Today's Complex World

In an era where global events shape our daily lives, and information overload is the norm, Hagai Segal sees his role as an educator as more crucial than ever.

Far from being a mere disseminator of information, Hagai views education as a powerful tool for empowerment and active citizenship.

"One of the things that I try and challenge a lot in my work is that many people think that the world today is too complicated for them to understand," Segal explains.

This perception, he argues, is dangerous because it leads to disengagement from critical decision-making processes, from boardrooms to ballot boxes.

Hagai's mission is to counter this trend by making complex geopolitical issues accessible and actionable for a wide range of audiences.

For Hagai, education goes beyond the traditional classroom setting. Whether he's addressing students, corporate boards, or government agencies, his goal remains the same: to provide people with the tools and confidence to engage with global issues.

"I'm helping use knowledge to get people to a more informed place, where they have the confidence to then think about these issues and even talk about them to other people," he says.

Hagai emphasises that his aim is not to tell people what to think but how to think.

He challenges the notion that geopolitics is too complex for the average person to understand, arguing instead that with the right approach, anyone can develop the skills to analyse and engage with global issues. This democratisation of knowledge is at the heart of Segal's educational philosophy.

Hagai also sees education as a catalyst for change in the business world. He helps organisations understand that engaging with geopolitics isn't just about risk mitigation; it's about identifying opportunities and future-proofing their businesses.

"When they embrace this idea that they can begin to engage in political events and understand them, rather than it scaring them off, it does the opposite," he explains. "It creates their ability to take advantage of opportunities because they're no longer scared."

In his role as an educator, Hagai also strives to bridge the gap between academic knowledge and real-world application.

He challenges the notion that engaging with geopolitics requires extensive academic study, instead promoting a mindset shift that allows organisations to incorporate geopolitical thinking into their everyday operations.

Perhaps most importantly, Hagai sees his educational role as a safeguard against the simplification and polarisation of complex issues.

By providing depth, context, and nuance, he aims to counter the trend towards reductive, black-and-white thinking that can lead to dangerous political outcomes.

Reputation, Values, and the Ethics of Geopolitical Expertise

For Hagai M. Segal, building and maintaining a reputation in the complex world of geopolitics has been marked by careful navigation of ethical considerations and a steadfast commitment to his core values.

Hagai underscores the importance of developing genuine credentials rather than relying on what he calls "fake credentials."

He notes, "Real credentials are not magically created, you can't just come up with a good marketing paragraph and put it on your website."

Instead, Segal has focused on building trust and integrity over time, prioritising these qualities over quick gains or superficial recognition. This approach has led Segal to make some unconventional choices in his career.

Navigating values in a professional context isn't always straightforward. Hagai acknowledges that being too rigid about values can sometimes limit opportunities.

"If you're too strong on values, it can lose your work," he admits. This realisation has led him to adopt a nuanced approach, carefully considering each opportunity and its alignment with his principles.

Hagai's commitment to his values has occasionally led him to turn down lucrative work. "I have regularly turned down work," he says, "I tend to politely say I can't do it in my schedule, or find a way to do it, rather than telling people I think that their work is immoral." This tactful approach allows him to maintain his integrity without burning bridges unnecessarily.

The geopolitical expert also stresses the essence of due diligence when considering new opportunities or partnerships.

He's learned to be "very careful" about who he shares platforms with, having experienced situations early in his career where he found himself alongside individuals whose views he strongly opposed.

In today's "post-fact" world, where the concept of expertise itself is under attack, Hagai sees his devotion to knowledge-based analysis as more important than ever.

He positions himself as an educator rather than just an expert, helping people navigate the complexities of global events and make informed decisions. This focus on empowering others through knowledge has become a central pillar of his personal brand and professional ethics.

Hagai's approach to reputation and values extends to his interactions with clients and audiences.

He strives to challenge simplistic narratives and encourage deeper understanding, even when it might be more comfortable to offer easy answers.

"I don't give myself more credit than I deserve," he says, emphasising his role as part of a larger process of continuous learning and improvement.

Throughout his career, Hagai has learned that maintaining a strong reputation and staying true to one's values doesn't mean avoiding all controversial topics or clients.

Instead, it's about carefully considering each engagement, being transparent about one's position, and always striving to contribute positively to the conversation and the broader field.

How Geopolitical Insight is Transforming 21st Century Business

In today's interconnected globe, Hagai Segal sees geopolitics not just as a subject of academic interest but as a powerful catalyst for business transformation.

His unique approach bridges the gap between academic knowledge and practical application, helping organisations steer the complex global landscape and adapt to rapidly changing political realities.

"Thirty years ago, companies could have pretended that they're not going to be affected by global events," Hagai observes. "Today, any organisation that is seeking change, any organisation that is seeking to say, 'How are we future-proofing our business?' cannot pretend they're not living in this world."

Hagai challenges the notion that businesses are helplessly tied to a geopolitical "roller coaster."

Instead, he argues that understanding geopolitics can be empowering. This perspective shift is at the heart of Hagai's work with businesses.

He helps organisations see geopolitical understanding not as an academic exercise, but as a practical tool for decision-making, risk management, and opportunity identification. "This is about a mindset," he emphasises. "This is about an organisation collectively saying, how do we develop a focus, a conversation."

Hagai's approach goes beyond simply explaining current events. He works to integrate geopolitical thinking into core business functions, from risk registers to audit committees. This integration, he argues, is essential for businesses to truly operate in the 21st century.

One of the key challenges Hagai identifies is the outdated organisational structures many companies still maintain. "I still find myself in companies, for example, introducing the Head of Security to the Head of Information Security or the Head of IT, because they've never met each other," he reveals.

This siloed approach, he argues, leaves businesses ill-equipped to handle the complex, interconnected challenges of today's world.

By bringing geopolitical insights into the boardroom, Hagai helps businesses modernise their governance structures, communication lines, and reporting mechanisms.

The holistic approach he initiates ensures that organisations are not just reacting to geopolitical events but are structured to anticipate and adapt to them.

Hagai's work in this area extends beyond traditional geopolitical hotspots. He helps businesses understand how political events can impact everything from supply chains to regulatory environments, from market access to reputational risks.

In doing so, he enables organisations to see geopolitics not as a distant concern but as an integral part of their business landscape.

Through his work, Hagai is helping to create a new generation of businesses that are more resilient, more adaptable, and better equipped to thrive in an increasingly complex global environment.

By positioning geopolitics as a catalyst for business change, he's not just helping organisations survive in a turbulent world – he's enabling them to shape it.

The Importance of Continuous Learning and Mentorship

For Hagai M. Segal, becoming a renowned geopolitical expert is not a destination, but an ongoing process of growth and learning.

Throughout his career, Hagai has underscored the critical importance of continuous learning and the value of mentorship in navigating the complex world of geopolitics and business.

"I recognised early on in my life how important it is to have the honesty that there are people who know way more about a particular way of doing something or even the knowledge on the information," Segal reflects.

This humility and eagerness to learn have been cornerstone principles in his approach to his work and personal development.

Hagai's commitment to learning is not just a personal philosophy but a professional strategy.

He actively surrounds himself with people he can learn from, creating what he calls "win-win relationships" where both parties benefit from the exchange of knowledge and ideas.

This approach has allowed him to stay at the forefront of his field, constantly challenging his own perspectives and adding to his wealth of information.

"I'm always looking from the contrarian viewpoint," Hagai explains. This willingness to seek out and engage with diverse perspectives has been integral in developing his nuanced understanding of global events.

It's a practice he attributes to the guidance of early mentors who encouraged him to look beyond the obvious and consider multiple angles of any given situation.

Mentorship has played a pivotal role in Segal's career development. He credits "three or four mentors 25 years ago" with shaping his approach to his work, including teaching him the value of humility.

 "A couple of them kind of knocked me down a pedestal or two if I was progressing too confidently," he recalls. These experiences taught him the importance of balancing confidence with humility, a lesson he now passes on to his own students and mentees.

Hagai's mentorship process is rooted in the belief that a truly effective mentor should aim to be surpassed by their student. "There's a lovely idea that it is a poor mentor that is not exceeded by their student," he says.

"You should be looking that someone helped you get one rung on a ladder, but that your job is to help them get rung after rung above you."

This philosophy extends to his work as an educator and consultant. Hagai sees his role not as someone who holds themselves above others, but as a facilitator in a process of continuous development.

"Terrible educators, terrible people who are academics are ones who think their job is to constantly hold themselves above other people, because their importance is what matters to them," he asserts.

Even at this stage in his career, Hagai continues to seek advice and learn from others.

He views this ongoing process of learning and self-improvement as essential to maintaining the integrity and relevance of his work. "I still to this day surround myself with people that I can learn from or that I can benefit from," he says.

The commitment to continuous learning also helps Hagai combat the "impostor syndrome" that many professionals face, particularly when dealing with high-stakes situations.

While he admits to having felt this earlier in his career, his dedication to ongoing education and mentorship has given him the confidence to speak authoritatively on complex global issues.

Challenges in the Modern Information Landscape

In today's rapidly evolving digital age, Hagai M. Segal finds himself at the forefront of a battle against misinformation and oversimplification of complex global issues.

The modern information landscape presents unique challenges that test the very foundations of expertise and factual analysis.

"We now live in a world where perception is more important than reality," Hagai observes, highlighting a dangerous shift in how information is consumed and processed.

"Truth is not what is going on. Truth is the person who sells it best." This erosion of trust in facts and experts poses a significant challenge for those dedicated to providing nuanced, knowledge-based analysis of geopolitical events.

The rise of social media as a primary news source for younger generations is a particular concern for Hagai.

He points out the potential dangers of unregulated and unfiltered information flowing through these platforms: "Is it properly regulated? Is it properly filtered? Is it just a manipulation and a propaganda exercise?" These questions underscore the complexity of navigating the modern information ecosystem.

Hagai draws attention to the deliberate manipulation of information for political gain, citing Russia's extensive efforts in this arena.

"Somebody like Vladimir Putin and in Russia today, a huge amount of their natural wealth and their political activity is being spent on manipulating information for political imperative," he explains.

This weaponisation of information presents a formidable challenge for those striving to provide objective analysis and foster informed decision-making.

The "post-fact" world, as Hagai describes it, has led to a situation where the very concept of expertise is under attack.

He recalls a prominent British political figure declaring during the Brexit debate that "the British public has had enough of experts." This dismissal of expert knowledge in favour of emotional appeals or simplistic narratives is a trend that deeply concerns Hagai.

In response to these challenges, Hagai highlights the value of maintaining integrity and a commitment to knowledge-based analysis.

He also stresses the need for a balanced approach to information consumption.

While he acknowledges the worth of diverse perspectives, he cautions against giving equal weight to all viewpoints, especially when some are not grounded in factual reality.

He advocates for critical thinking and the ability to discern credible sources from unreliable ones.

The challenge of combating misinformation while maintaining accessibility is another key focus for Hagai.

He strives to make complex geopolitical issues understandable without oversimplifying them, a delicate balance in an age of soundbites and viral content.

Despite these challenges, Hagai remains optimistic about the power of knowledge and education to combat misinformation.

He sees his work as more important than ever in a world where basic ideas of truth are being challenged.

By providing depth, context, and nuance, Hagai aims to equip individuals and organisations with the tools they need to navigate the complex global landscape of the 21st century.

In this challenging information landscape, Hagai commitment to promoting knowledge-based decision-making stands as a beacon of integrity and a call to action for those who value informed, active citizenship in our increasingly interconnected world.

The Ongoing Mission of a Geopolitical Educator

In conclusion, Hagai M. Segal's ongoing mission as a geopolitical educator is more than a career – it's a calling.

In a world where complexity often leads to disengagement, Hagai stands as a tireless advocate for informed decision-making and active citizenship.

His work reminds us that understanding geopolitics is not just for experts or academics but a crucial skill for anyone seeking to navigate our interconnected world.

As we face an uncertain future filled with global challenges, Hagai's mission to empower people with knowledge and understanding becomes ever more critical.

His story serves as an inspiration and a call to action for all of us to engage more deeply with the world around us, to seek out diverse perspectives, and to make informed decisions that shape our collective future.

In Hagai's own words, "We live in a world where knowledge is being attacked at a fundamental level."

His ongoing mission to combat this trend, to promote informed decision-making, and to bridge the gap between academic knowledge and real-world application stands as a beacon of hope in our complex, often confusing, global landscape.

Creating Authentic Connections and Paving the Way for The Younger Generation feat. Shane Fitzsimmons

Shane Fitzsimmons, a name that became synonymous with leadership during Australia's devastating 2019-2020 bushfire season, has undergone a remarkable evolution in his personal brand.

From being widely recognised as "the fire guy" to becoming a respected advisor and leader across various sectors, Shane's journey shows us the power of authenticity, consistency, and values-driven leadership.

Shane reflects on this transformation, noting, "Particularly through the 2019-20 fire season, which was unparalleled for New South Wales and in so many ways for the nation, I was rather prominent in radio, TV, online forums, and those sorts of things."

This visibility led to widespread recognition, with people approaching him in airports and public spaces, identifying him as "the fire guy from New South Wales."

However, Shane's brand goes beyond mere recognition.

It's rooted in the perception people have formed about him based on his conduct during those challenging times.

His brand's evolution didn't happen overnight. It results from decades of consistent behaviour, authentic leadership, and a strong foundation of values.

As we delve deeper into Shane's journey, we'll explore how his personal brand has been shaped by his early life experiences, his career in emergency services, and his transition into broader advisory roles.

We'll examine the values that guide his decision-making, his approach to leadership, and how he's steered the challenges of maintaining genuineness while adapting to organisational and societal changes.

Shane's story offers both knowledge and wisdom for anyone looking to build a strong, authentic personal brand that can withstand the test of time and evolve with changing circumstances.

The Leadership Ingredient More Powerful Than Experience or Talent

At the core of Shane Fitzsimmons' leadership philosophy lies a robust foundation of values, shaped by his early life experiences and refined through decades of public service.

These values not only guide his decision-making but also form the bedrock of his authentic leadership style.

Shane reflects on the origins of his values, stating, "There's no doubt that those values started at home."

Despite a "fractured" home life with early parental separation, he credits his family, including grandparents and close family friends, for instilling core values.

He shares a family adage that has guided him: "Manners cost you nothing, but the lack of them can cost you everything." - a principle has proven invaluable in his leadership roles, especially during challenging discussions and debates.

Shane acknowledges that values are not static but evolve through life experiences.

He explains, "I think we live through life, through conditioning, experiences, influences, and exposures to different things." This perspective allows him to adapt and grow while maintaining his core principles.

According to Shane, the true test of values comes when they are challenged.

He recounts a particularly difficult situation involving a young volunteer firefighter lighting small fires to feel more connected to the brigade. 

The incident forced Shane to balance his empathy for the young man's difficult background with his responsibility to uphold the organisation's standards.

He reflects, "My values were completely conflicted. Here I am, on the one hand, how do we look after the welfare of this young man, but on the other hand, I can't ignore the responsibilities of quite serious offences."

Shane's leadership has been marked by his ability to navigate complex ethical dilemmas while remaining true to his core values.

He stresses the essence of understanding one's own strengths and limitations, advocating for continuous learning, and surrounding oneself with team members who complement one's skills.

Shane's value-driven leadership approach also extends beyond his professional life.

In his current roles, including his work with the Youth Insearch Foundation and the New South Wales Connectivity Innovation Network, he continues to seek opportunities aligned with his core values of making a positive impact and serving the community.

When Shane consistently demonstrates these values in both his words and actions, he has built a leadership brand that resonates with people across various sectors.

His story reminds us that effective leadership is not just about skills and strategies but also about the fundamental values that guide one's decisions and interactions.

The Surprising Professionalism of Everyday Volunteers 

One of Shane Fitzsimmons' most passionate beliefs is that professionalism is not determined by whether one is paid for their work but rather by the quality and manner in which the work is performed.

He has developed this philosophy over decades, challenging the common misconception that volunteers are somehow less professional or capable than their paid counterparts.

Shane articulates this belief succinctly: "My philosophy is very simple. Professionalism isn't about whether you are paid for what you do. It's about what you do and how you do it."

This perspective emerged from his frustration with the characterisation of volunteers as "amateurs and would-be hacks" while those in paid positions were automatically deemed professional.

To illustrate this point, Shane recounts a powerful anecdote from his time leading the Rural Fire Service.

When Australia was asked to send highly specialised wildfire firefighters to Canada, they identified 100 suitable individuals - most of whom were volunteers.

However, they encountered resistance from Canadian authorities, who initially refused to accept volunteers, insisting on "paid professionals" only.

Undeterred, Shane and his team devised a creative solution.

He recalls, "We actually said to all the volunteers, 'Look, something strange is going to happen. When you get off the plane in Canada, we'll pay you a daily allowance. So you tell everyone when you get to Canada that you're a paid member of the Rural Fire Service.'"

The Canadian authorities' feedback about the Australian firefighters was overwhelmingly positive, praising their skills, resourcefulness, and adaptability.

Shane notes with pride, "All I could write back and say was, 'We love our volunteers.'"

This experience reinforced Shane's belief that professionalism is about mindset, training, skills, equipment, and procedure adherence - not payment.

He extends this philosophy beyond emergency services, noting that volunteers underpin many successful community initiatives, from sports to education to care for the elderly and disabled.

It challenges organisations and society at large to reconsider how we value and recognise the contributions of volunteers.

It also highlights the value of providing proper training, equipment, and support to volunteers, guaranteeing they can perform their roles to the highest standards.

Through championing this view of professionalism, Shane not only elevates the status of volunteers but also challenges paid professionals to ensure their work lives up to the title.

How to Navigate Career Transitions and Find Your Purpose

Shane Fitzsimmons' career trajectory proves to us how valuable adaptability, self-reflection, and purpose-driven decision-making are.

His journey from the Rural Fire Service to broader advisory roles offers worthwhile wisdom in navigating career transitions while staying true to one's values.

Shane reflects on his transition, saying, "I think the last 18 months or so, particularly, has been a time for a lot of fresh reflection, a lot of contemplation. And trying to understand what next, and how I will get a level of satisfaction, but a level of life balance that I haven't previously had, you know, necessarily."

This period of reflection came after a significant career shift.

Shane had initially planned to step down from his role as Commissioner of the RFS prior to the 2019-2020 fire season. But sensing that the timing wasn't right, he stayed through what became one of Australia's most challenging fire seasons.

He notes, "Ironically, as draining emotionally and physically as that fire season was for everybody involved, I know personally, I think I would have been more adversely affected had I'd left just before the fire season and not been there with the team through it."

Following this, Shane transitioned to a new role in government, which he describes as "an interesting transition because I got out of something that I knew extremely well in industry to something quite new, standing up a new organisation, new expectations of government, etc."

But this wasn't the end of Shane's career evolution.

He shares, "I've worked out in life that I really like to be connected with people and organisations that are driven by purpose to make a difference, to make a positive, indiscernible difference in society without ripping everybody off."

This realisation led Shane to set up his own company, allowing him to contribute to the emergency services sector while also exploring new areas.

He explains, "I'm working for myself, and I'm working in partnerships with others, where I can still connect with and contribute to the sector that I've been a part of for so many decades, but also explore and join sectors, organisations and industry groups that are trying to look for and make a difference more broadly, across New South Wales and further afield."

Shane stresses aligning career choices with personal values and societal impact.

He says, "I'm not driven by wanting to be part of a profit over purpose organisation. So if the whole, every organisation needs to be profitable, they need to be successful. But at what cost?"

Shane’s approach has led him to take on roles such as Chair of the Youth Insearch Foundation and the New South Wales Connectivity Innovation Network and advisory positions with organisations like Fire Ant.

Each of these roles aligns with his desire to positively impact society.

The Role of Mentorship in Personal and Professional Development

Throughout his career, Shane Fitzsimmons has recognised mentorship's profound impact on personal and professional development.

His approach to mentorship is unique and multifaceted, drawing lessons from various interactions and experiences.

One particularly moving memory Shane shares is from his primary school days.

During a T-ball game, he comforted a classmate who was upset after striking out, saying, "Don't you worry about that, all any of us can do is our best."

His teacher recognised this act of kindness and praised him at the next school assembly. This early experience highlights an important aspect of Shane's approach to mentorship: the power of small gestures and words of encouragement.

He says, "I've learned through mentors that the little things we do make all the difference. Not the grand gestures, not the big strategies, or the big programs, or the big bodies of work. But it's those little things."

Shane's perspective on mentorship is both inclusive and discerning. 

He explains, "I unashamedly seek to learn as much as I can from nearly everybody I interact with or observe in one form or another." This openness to learning extends beyond positive examples.

He also notes, "Often in the same person, there are behaviours and things that that person does that I don't like, or that often can incense me. And I say to myself, I don't really like that... How do I make sure that I don't emulate that?"

A balanced approach to mentorship allows Shane to glean valuable insights from both positive and negative examples.

He strives to understand not just what people say or do, but how their actions make others feel. "You don't always remember what is said or done at a particular time. But you remember how that circumstance made you feel," he observes.

Shane's mentorship philosophy extends to his leadership style as well.

He creates a safe and supportive environment for team members, both physically and psychologically, to foster an atmosphere where people can grow, learn, and contribute their best.

As he's transitioned into new roles and advisory positions, Shane continues to value mentorship and learning opportunities.

He sees his current work with organisations like the Youth Insearch Foundation and the New South Wales Connectivity Innovation Network as a chance to both mentor others and continue his own growth.

How to Build and Maintain Long-lasting Relationships 

Throughout Shane Fitzsimmons' career, one of the most striking aspects has been his ability to build and maintain long-lasting personal and professional relationships.

His social skills are not just evidence of his interpersonal abilities but also a reflection of his core values and consistent approach to life and work.

He notes, "I think consistency is very strongly aligned to authenticity. So people know who you are, know what drives you, know what motivates you."

Shane’s consistency allows people to trust and rely on him, knowing that his behaviour and values remain constant regardless of the situation.

Another particularly noteworthy thing about Shane is the longevity of his relationships.

He reflects, "If I think about our closest friendship circle, they're friendships we've had very close for many decades, you know, since we were teenagers. And if I think about professional relationships, it's the same."

Shane attributes the strength of these relationships to his core values and his commitment to being true to himself.

He believes that shared values often form the foundation of strong, lasting connections. This is prominent in his choice of partnerships and projects, where he seeks out organisations and individuals whose values align with his own.

Shane also recognises the role of adaptability in maintaining relationships over time. He acknowledges that as people grow and mature, they may change in some ways.

However, he believes that one's authentic self and values-driven approach should remain consistent at their core. He explains, "I think we all accept that as we grow and mature, and as we focus on building new learnings, new skills, new experiences, we will change in some way. But at the core essence of it, we're not materially shifting from what we believe is our authentic self, our values-driven self around the things that matter."

The balance between consistency and adaptability has allowed Shane to navigate various career transitions while maintaining and building upon his existing relationships.

Whether in his role with the Rural Fire Service, his time in government, or his current advisory positions, Shane has carried forward the relationships he's built, leveraging them to create new opportunities and partnerships.

The Balance of Purpose and Profit in Professional Endeavors 

Shane Fitzsimmons' career trajectory, particularly in recent years, offers priceless awareness of the delicate balance between purpose and profit in professional efforts.

His transition from government roles to private advisory positions demonstrates how one can commit to societal impact while navigating the business world.

Shane articulates his philosophy clearly: "I've worked out in life that I really like to be connected with, you know, people and organisations that are driven by purpose to make a difference, to make a positive indiscernible difference in society without ripping everybody off in society."

His statement encapsulates his approach to balancing purpose and profit, creating value for society while maintaining financial sustainability.

He acknowledges the necessity of profitability in business, stating, "I don't mean that people can't be profitable, and organisations can't be proud. They need to be by their very nature."

However, Shane underscores the importance of getting the balance right: "But what they need to do is make sure they've got the measure right, that it's purpose over profit."

His philosophy has guided his choices in his post-government career and he reflected on his next steps after leaving his role with Resilience NSW.

He shares, "I've actually ended up setting up my own company. And I'm working for myself, and I'm working in partnerships with others, where I can still connect in and contribute to the sector that I've been a part of for so many decades, but also exploring and joining with sectors and organisations and industry groups that are trying to look for and make a difference more broadly, across New South Wales and further afield."

Shane's approach to selecting partnerships and projects is deeply rooted once again in his values.

He explains, "I'm not driven by wanting to be part of a profit over purpose organisation." This stance has led him to take on roles aligning with his desire to positively impact.

The Youth Insearch Foundation, for instance, runs a peer support program for young people facing adversity.

Shane notes the gravity of the issues they address: "Sadly, until you get involved in an organisation like that, or a sector like that, you don't realise that suicide is the leading cause of death in young people."

His involvement in such organisations exemplifies his commitment to purpose-driven work, even as he navigates the private sector.

Similarly, his work with the New South Wales Connectivity Innovation Network showcases how he balances purpose and profit.

The network aims to improve connectivity in rural and regional areas, bringing together government, academia, and businesses to drive innovation and economic growth while addressing critical community needs.

Shane also provides advisory services to organisations like Fire Ant, aligning with his emergency services background while exploring new technological solutions. This work allows him to profitably leverage his expertise while contributing to public safety.

Shane's journey inspires professionals at all stages of their careers, showing that with careful consideration and a strong moral compass, one can navigate the business world while making a meaningful contribution to society.

Final Words

As Shane Fitzsimmons continues to evolve his brand and take on new challenges, his journey inspires and provides a roadmap for all of us who want to develop our authentic personal brands. 

His story proves that with a strong foundation of values, a commitment to authenticity, and a willingness to adapt and grow, it's possible to build a brand that achieves professional success and makes a meaningful impact on society.

In the end, Shane's brand is not just about recognition or success – it's about the positive impact he's made and continues to make in various spheres of society. 

It's a brand built on trust, respect, and a genuine desire to make a difference. 

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

Quitting a High-Profile Job to Build an Empire from Her Spare Room

In the dynamic business and media world, few individuals shine as brightly as Gemma Tognini. 

Gemma Tognini is the founder and executive director of GT Communications, which has offices in Sydney and Perth. 

Gemma's day-to-day existence spans both the corporate and media worlds. 

An award-winning business owner, winner of the Telstra Business Women's Awards, and business owner of the year, she is an opinion columnist with The Australian newspaper and the Western Australian and a regular management contributor with Sky News. 

But this is just the start of the story. 

Gemma was a senior journalist and chief of staff with the Seven Network for a decade. 

In 2003, wanting her life to look different, she quit her job and started her business, GT Communications, armed with a mobile and a $500 computer in her spare room. 

Nearly two decades later, she and her team have a national footprint of clients across a diverse and dynamic range of industries, from banks to privately owned breweries to listed entities, government, and nonprofit organisations. Gemma is one of the most sought-after strategic advisors in her field. 

Gemma divides her time between running her company, which has a global footprint of clients that includes some of Australia's best-known corporate and retail brands, and her career as a forthright, honest, engaging, and fearless media commentator. 

Gemma drives debates and influences outcomes, writing about issues as diverse as gender pay parity to the challenges working families face. And quite literally, everything in between. 

Gemma Tognini is an influential social and political commentator, columnist, writer, broadcaster, and award-winning entrepreneur. 

She is a battle-hardened corporate advisor, having steered clients through some of Australia's most high-profile media storms. 

The unique road on which she has walked over a 30-year career makes her a highly relevant and engaging speaker for a range of audiences. 

Gemma is also a seasoned emcee and has appeared on countless panels as both a moderator and presenter at very senior levels. 

Gemma is a graduate of the Australian Institute of Company Directors and has served as a non-exec director of Surf Lifesaving Western Australia, the Salvation Army, and the Starlight Children's Foundation. 

As we delve deeper into her story, we uncover the principles, values, and strategies underpinning her remarkable career and life.

Defining Personal and Professional Brand

Personal branding has emerged as a crucial element of success in today's corporate world. 

Gemma Tognini, a master in this arena, offers a fresh perspective on how personal branding evolves, mirroring one's personal and professional growth. 

Her views on branding are not static; they are as dynamic as her career, reflecting her belief in continuous evolution.

Tognini’s approach to personal branding is grounded in authenticity and self-reflection. 

She admits, “I think my own personal brand? That's a really tricky question to answer. I think it's still evolving because I'm still evolving.”. This statement encapsulates her philosophy that personal branding is not a one-time endeavour but a journey that parallels one’s own life and career path. 

It's about understanding and harnessing one's strengths, values, and experiences to create an authentic identity that resonates both personally and professionally.

Gemma's story is a powerful example of how personal branding goes beyond mere self-promotion. 

It is about creating a narrative that is true to oneself, a narrative that evolves with each milestone and challenge. 

Her career trajectory, transitioning from journalism to entrepreneurship, highlights the fluidity of her brand. 

It’s a testament to her adaptability and willingness to embrace change, a quality essential in today's fast-paced business world.

For Tognini, personal branding is more than just a professional tool; it reflects her core values and beliefs. Her journey shows that a well-crafted personal brand can be a powerful asset, opening doors and creating opportunities. 

It's building a reputation that precedes you and speaks volumes about your abilities, ethics, and unique contributions to your field.

The Intersection of Personal Life and Professional Identity

Navigating the delicate balance between personal life and professional identity is a challenge familiar to many, but few manage it with the grace and understanding of Gemma Tognini. 

In an era where social media blurs the lines between the private and public spheres, Gemma's approach offers insightful lessons on maintaining this equilibrium.

Tognini’s strategy for balancing her public persona with her private life is a blend of openness and careful curation. 

She shares, “I have two accounts [on Instagram]. One is an open account... and then I have a private account... for my family and close friends.”

This deliberate separation allows her to engage with a broader audience while preserving a sanctuary for personal interactions. 

Her decision to maintain distinct social media personas reflects a broader strategy: the conscious delineation of her personal and professional worlds.

This approach is not just for managing online profiles; it reflects Gemma's deeper understanding of the importance of boundaries. 

In a world where personal and professional lives are increasingly intertwined, her method demonstrates the value of compartmentalisation.

It’s a strategic move that ensures her public image is carefully crafted without encroaching on her private life, enabling her to be authentic in both realms.

Moreover, Gemma's approach to this intersection speaks to a larger narrative about the role of social media in shaping public perception. 

Her methods guide professionals in navigating the complex dynamics of online engagement, emphasising the need for thoughtfulness and strategy in presenting themselves to the world.

Career Progression and Challenges

Gemma Tognini's career is a fascinating study of evolution and adaptation. 

Transitioning from journalism to entrepreneurship, she has navigated a path filled with challenges and opportunities, shaping a unique narrative in the corporate world. 

Her journey from a journalist to the founder of GT Communications is not just a career shift but proof of her resilience and visionary outlook.

Gemma reflects on this significant transition: "I quit journalism in 2003 to start my company and then had close to a decade of just glorious blessing private life”. 

This move was a leap into the unknown, a bold step from the structured world of journalism into the uncharted waters of entrepreneurship. 

It speaks volumes about her willingness to embrace risk, which is undoubtedly a cornerstone of her success.

Starting GT Communications was more than launching a business; it was about creating a platform aligned with her values and professional aspirations. 

It was an endeavour that allowed her to apply her journalistic skills in a new context, leveraging her ability to communicate and connect with people in a more entrepreneurial setting.

The challenges of this journey were manifold. 

Starting and running a successful business requires not just technical skills but also leadership, resilience, and the ability to adapt to constantly changing circumstances. 

Gemma’s story is replete with overcoming obstacles, learning from failures, and persistently pursuing her goals. 

Her experience is a powerful reminder of the importance of adaptability and resilience in any profession.

Values and Ethics in Business and Personal Life

At the heart of Gemma Tognini’s impressive career lies a steadfast commitment to values and ethics in both business and personal life. 

This commitment has not only shaped her professional trajectory but also defined the ethos of GT Communications. 

Tognini’s philosophy underscores the integral role of values in creating a sustainable and successful business model.

Central to Gemma’s approach is the prioritisation of relationships over transactions. 

She emphasises this, saying, “One of our DNA is... we value relationship over transaction”. This principle clearly reflects her belief in the power of authentic connections and ethical business practices. 

For Gemma, business is not just about financial gain; it's about building lasting relationships based on trust, respect, and mutual benefit.

This focus on relationships extends beyond client interactions; it permeates every aspect of her leadership style. 

Gemma understands that a business’s success is intrinsically linked to the well-being and engagement of its team. 

Her approach to leadership is rooted in empathy, integrity, and a genuine commitment to the growth and development of her team.

Gemma's values are also evident in how she navigates the challenges and complexities of the corporate world. 

Her journey is marked by a consistent adherence to ethical practices, even in adversity. This unwavering commitment to her principles has earned her respect in her industry and contributed to the longevity and success of her business.

Gemma’s emphasis on values and ethics resonates deeply in today’s business landscape, where consumers and stakeholders increasingly value transparency and social responsibility. 

Her approach models how businesses can thrive by aligning their operations with their core values.

The Role of Reputation and Resilience

In the narrative of Gemma Tognini's successful career, two elements stand out distinctly: the importance of reputation and the necessity of resilience. 

These twin pillars have not only underpinned her professional journey but have also shaped her approach to business and life.

Gemma’s perspective on reputation is deeply influenced by her background and personal experiences. 

She reflects on the significance of reputation in her life, noting, “Reputation came as a result of what they'd built. So they came from as economic migrants after the war and... built a reputation based on the contribution to the community”. 

This insight reveals her understanding of reputation not merely as a professional asset but as a reflection of one’s contributions and values. 

For Gemma, reputation is a legacy built over time through consistent, ethical actions and a commitment to making a positive impact.

Her emphasis on reputation extends beyond personal accolades; it is about creating a lasting, positive impression in every interaction with clients, colleagues, or the community. 

This approach has enabled her to build a robust network of trust and respect, which is essential to her work as a corporate advisor and media commentator.

Alongside reputation, resilience has been a crucial factor in Gemma’s journey. 

The world of entrepreneurship and media is replete with challenges and uncertainties. 

Gemma’s ability to navigate these, bounce back from setbacks, and continuously evolve highlights her resilience. 

Her story is a powerful reminder that resilience is not just about enduring difficulties but also about learning from them and emerging stronger.

Gemma’s resilience is particularly noteworthy in how she has managed to maintain her values and vision in the face of adversity. 

Her story exemplifies the idea that resilience is integral to building a sustainable and meaningful career. 

It’s about having the fortitude to stay true to one’s principles, even when challenging.

Mentorship and Personal Development

Gemma Tognini’s journey is not only a story of individual success but also a testament to the power of mentorship and personal development. 

Throughout her career, she has both sought guidance and provided it, underscoring the significant role mentorship plays in professional growth and success.

In the realm of mentorship, Gemma’s experiences are both unique and insightful. 

She reveals, “No one has ever offered to mentor me... I simply asked people”. 

This proactive approach to seeking mentorship reflects her understanding of its value and her willingness to take initiative in her own personal development. 

Gemma’s experience highlights a critical aspect of mentorship: it is often a path one must actively pursue rather than wait for it to be offered.

Her journey shows that effective mentorship is not just receiving guidance; it is seeking out those who can provide the wisdom, insights, and experiences that align with one's own aspirations and challenges. 

Her approach to mentorship underscores the importance of being selective and intentional in seeking advisors and mentors who can truly contribute to one’s personal and professional growth.

Gemma’s experience as a mentor herself also adds another dimension to her understanding of this relationship. 

She embodies the role of a mentor through sharing her experiences, insights, and guidance with others. 

Her approach to mentorship is characterised by empathy, a deep understanding of the challenges professionals face, and a commitment to helping others navigate their paths.

Gemma's story encourages professionals to seek mentorship and engage actively in continuous learning and self-improvement.

Doing so also reminds us of the responsibility to pass on our knowledge and experiences to others, fostering a culture of growth and development in the professional community.

Future Outlook and Maintaining Relevance

In a rapidly evolving business landscape, maintaining relevance is a challenge many professionals face. 

Gemma Tognini, with her multifaceted career, offers a unique perspective on how to stay pertinent and engaged in various roles. 

Her approach is a blend of continual learning, improvement, and adaptation, ensuring her skills and insights remain fresh and relevant.

She insightfully states, “How do I maintain relevance? Well, I suppose from a client perspective, it's that continual learning and continual improvement”. 

This reflects her understanding that staying relevant in one’s field is an ongoing process, requiring dedication to learning and evolving alongside industry trends and changes.

Her commitment to ongoing education and adaptability is not just about keeping up with the latest trends; it's about deepening her expertise and broadening her perspectives. 

Gemma recognises that to stay ahead in the competitive world of business and media, one must be willing to continuously challenge oneself and step out of one's comfort zone. 

It’s being open to new ideas, embracing change, and applying learning in innovative ways.

Gemma’s outlook on maintaining relevance extends beyond professional development. 

It also involves staying engaged with her audience, understanding their evolving needs, and adapting her communication and strategies accordingly. 

Her ability to connect with people, whether clients or the wider public, is a key aspect of her sustained relevance.

Gemma’s approach is a powerful reminder that maintaining relevance in one’s career is dynamic. 

It involves a combination of self-awareness, a willingness to learn and grow, and the ability to adapt to the ever-changing landscape of one’s industry. 

Final Words

As we reflect on the multifaceted journey of Gemma Tognini, it becomes evident that her story is not just one of professional success but also of personal development, resilience, and evolution. 

Her narrative is a beacon for anyone navigating the complex waters of the modern professional world. 

It's a story that encourages embracing change, seeking growth, and always striving for excellence in all facets of life. 

Her journey is a powerful example of how one can successfully forge a path that is not only successful in conventional terms but also rich in learning, personal fulfilment, and lasting impact.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

Looking Back On the Year 2023 feat. Garry Browne AM

As I reflect on the year 2023, one key takeaway stood out to me after many wonderful conversations with the guests on the show.

Whilst there were plenty of distractions in our community, across the globe, and many inconsistencies in our personal lives, it’s imperative that we stay true to our core values and continue on that journey of building credibility, trust, and reputation.

Naturally, these will be challenged when we decide to take a stance on issues that may ring false to others, so it is important to stay vigilant. If anything, we should harness the uncertainty and unrest in the world as a motivator to assess and reassess our circumstances, from what we have control over and what we don’t.

This is the key to having a strong brand, and if we’re serious about what we want to achieve and create an impact.

Over the past 12 months, I’ve had the pleasure and honour of interviewing some wonderful guests, including Sir Peter Cosgrove, Craig Foster, Tony Nash, April Palmerlee, and Dr. Charlie Teo.

This episode will contain memorable highlights from guests who have been on the show.
I’m looking forward to what 2024 offers and the incredible guests who will join me on the couch to share their stories.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

From Cop to Charity Founder - How Tragedy Transformed His Life's Purpose feat. Peter Baines

Peter Baines served with the New South Wales Police for 22 years. He led teams responding to acts of terrorism and natural disasters on a scale not previously experienced by Australian police.

Becoming a specialist in forensic crime scene investigations, he was called upon to bring his skills to the Bali Bombings in 2002. But it was the 2004 Boxing Day tsunami that forever changed the direction of his life, helping the people of Thailand identify their dead. He then met the countless children left behind with nowhere to go. 

In late 2005, he founded Hands Across the Water to raise funds for awareness about the orphaned children of Thailand. 

In his final years with the New South Wales Police, Peter spent time on secondment at the National Institute of Forensic Science, building projects around counterterrorism and leadership. 

He advised Interpol in France and the United Nations Office on Drugs and Crime in Southeast Asia. He also worked in Saudi Arabia and Japan, following disasters that had fallen upon those countries.

Since 2006, Peter has been routinely travelling the globe, sharing stories and learning lessons along the way. Peter has been fortunate to speak as a keynote speaker in the US, Europe, and Asia. Speaking allows Peter to mix something that is a deep privilege: to stand on a stage and share stories with the charity work that now occupies so much of his time.

He has raised over 30 million Australian dollars to date; they have built several children's homes across Thailand, purchased a rubber plantation to create a sustainable regular income, constructed a community centre in the Cadillac region of Thailand, and a digital learning centre in the Northeast. 

The charity now has operations in seven different locations in Thailand. It provides a home for several hundred children every night, but it focuses on the children's long-term future and the communities in which they live. 

They have also supported more than 30 children through university, all of whom have graduated and look forward to a life of choice rather than chance. 

Peter has received various awards, including an Order of Australia Medal in 2014 for his international humanitarian work. In 2016, he was awarded the Fifth Class of the Most Admirable Order of the Direkgunabhorn by the King of Thailand.

He was the New South Wales finalist for the Australia of the Year in 2010, the first Australian to be awarded the international honour of the Rotary Professional Excellence Award in 2008, and medals from the New South Wales Police Service and the Australian Federal Police Operations work in Asia. 

Peter and his wife, Claire, have three adult children and one grandchild; they divide their time between their farm in Cap Tree Valley and Terrigal. Peter has written three books, Hands Across the Water, Doing Good by Doing Good, and Leadership Matters. 

Personal Identity Versus Public Persona

When asked how Peter Baines sees himself - as simply Peter Baines or as the brand of Peter Baines - he acknowledges the multifaceted nature of identity. 

Peter recognises the many "different levels and layers" that make up his sense of self. However, he delineates between his identity and the public brand tied to his charity work. 

As he clarifies, "I think of myself as me. But I also acknowledged that at times it needs to be about the brand, and when it needs to be about the brand, it is when I'm putting my hat on for hands across the water."

When representing Hands Across the Water, Peter consciously adopts the brand of "Peter Baines, Charity Founder and Director." 

Outside of that, he feels less attached to personal branding in his day-to-day life. Still, Peter acknowledges that his actions remain connected to and reflective of the charity he built. 

How People Perceive Peter

Peter Baines believes that perception is often coloured by context. 

He goes on to note that in professional settings, people likely attach certain labels to him based on his work - whether as a speaker disseminating key lessons from his experiences or as the founder of Hands Across the Water, the charity he established in late 2005 to support Thai orphans in the wake of the 2004 tsunami.  

However, Peter feels that those in his inner circle see him for who he is at his core - not necessarily focusing on his credentials or past roles. 

Peter recognises that the way others view him shifts across contexts, from close friends to those encountering him in a professional arena. But regardless of their vantage point, he hopes that sincerity and authenticity shine through.

Balancing Police Work and Charity  

After founding Hands Across the Water in late 2005 to support Thai orphans in the wake of the 2004 tsunami, Peter Baines faced the challenge of balancing his ongoing police work with nurturing his fledgeling charity. 

He shares, "I went back and asked for 12 months leave without pay, so I could focus on the charity. Because I knew Gary, if I returned to my role, whatever role was within New South Wales Police, I wouldn't have the freedom, nor the capacity to do what I was doing, to continue to build and grow the charity."

Recognising that dividing his attention between the two would likely cause the charity's momentum to falter, Peter made the difficult decision to take a year of leave without pay to concentrate on expanding Hands Across the Water. 

During this pivotal period from 2008-2009, he travelled extensively to raise awareness and funding while strengthening the charity's infrastructure.  

By the end of the year, Peter stood at a crossroads - return to the police force or devote himself full-time to the charity he had built from the ground up. 

As he notes, "The decision to leave was easy because of the consequence of taking one or the other." While ending his 22-year policing career was bittersweet, Peter felt compelled to nurture the charity for the sake of the children, relying on its support. 

While his police service endowed him with invaluable skills and experiences, Peter's ‘passion for helping vulnerable youth ultimately led him down a different path. 

His courage in stepping into the unknown to guide Hands Across the Water demonstrates the depth of his commitment to bettering children's lives in Thailand and beyond. 

Though the decision was difficult, Peter shows no regrets about leaving law enforcement behind to focus on growing his visionary charity.

Importance of Reputation for Peter

In Peter Baines' role in providing forensic analysis and testimony, credibility was paramount. 

Peter recounts, "So from those very early days, your reputation was important. And I think it was something that, although I might not have framed it, and have been as conscious of it, certainly is the way you portray it. But I think from those very early days, it was very important to be respected for the work that you did and the professionalism that you brought to the role."

This notion of reputation took on heightened meaning in the context of his humanitarian work. With Hands Across the Water dealing with vulnerable youth and donor funds, any transgressions could spell the demise of the organisation.

From his early policing days to spearheading a children's charity, Peter recognises the weight of reputation across contexts. Maintaining an ethical, professional standing has remained central to his personal brand and the organisation he built.

Peter's Values and Beliefs

When asked about the genesis of his personal values and beliefs, Peter acknowledges they were profoundly shaped by his upbringing and the strong work ethic modelled by his parents. 

While establishing his core values wasn't an overtly conscious process, Peter reflects that they evolved through observing and interacting with various positive and negative influences in his life. This absorption of virtues and principles gradually moulded his character.  

Prompted about when his beliefs began to solidify, Peter points to the period after departing from the police force to focus full-time on directing Hands Across the Water. 

Stepping into the unknown to lead the charity he founded forced him to determine what he stood for and where he wanted to guide the organisation. 

Peter acknowledges that during an evolving process, this juncture compelled him to consciously reflect tandalign his actions and leadership with his humanitarian values. 

By embracing this introspection, he hopes to continue growing and steering Hands Across the Water towards making a substantive difference in the lives of vulnerable youth.

What to Do if Your Values Are Tested

Throughout his varied careers, Peter Baines has acknowledged situations that have challenged his principles and beliefs. 

Specifically, through his humanitarian work establishing the children's charity Hands Across the Water, Peter faced an ethical dilemma when introduced to an organisation in Northern Thailand that claimed to support vulnerable youth.  

As it turned out, "They were operating criminally. And it was, it was a big decision, not a difficult decision. But it was a big process to unravel all of that. And Hands had its name attached to it." Though Hands Across the Water had no direct involvement, Peter recognised the potential damage to the charity's reputation and moved swiftly to sever ties.  

He explains the heightened scrutiny organisations like his face, stating, "We're dealing with other people's money. And we're dealing with vulnerable children. And I think transgressions in the use of other people's money, or how the children are cared for, can absolutely be the undoing and the demise and downfall of the charity." By confronting the issue head-on, Peter protected both the children and Hands Across the Water's integrity.  

While an extreme example, it illustrates Peter’s care in vetting partnerships, especially given the susceptibility of the children the charity serves. 

Guided by an ethical compass aligned with his humanitarian values, he navigated the situation while keeping the interests of the children foremost in mind. 

For him, it presented an opportunity to reaffirm Hands Across the Water's commitments in the face of adversity.

How to Maintain Relevance

When questioned if he contemplates preserving his relevance across contexts, from family to professional circles – Peter feels fortunate to lead an active, engaged life. 

As he shares, "I certainly think when we talk about the charity, yeah, there's, there's a change in relevance. And I'm very conscious of the relevance the charity plays, but I see that as a different, different question, personally. There's absolutely a relevance around the topic that I speak on, when people attach it to an event which is coming up to 20 years. I'm not concerned around any of any of that other than the charity side."

He explains that, from a personal perspective, at 56, he feels no pressing need to consciously safeguard his relevance. While preserving intergenerational relevance resonates, Peter feels blessed to embark on adventures like leading an 800-kilometre charity bike ride one week and snowboarding with his kids in Japan the next. 

For him, continued relevance stems from fully embracing each day's opportunities rather than any deliberate ploy. He notes, "I think the relevance comes from having an active and full life more so than any conscious choice to change or be closer."

Mentorship and Personal Growth

Talking about the key mentors who influenced his path, Peter Baines points to Peter Walsh, an assistant commissioner he encountered during his policing career. 

Peter explains that while Walsh held no formal oversight, he made it a point to check in whenever visiting the station. As he shares, "I've never forgotten the importance of presence as a leader. And it's something I talk about in various examples. And whenever someone asks me about, you know, the impact of someone on my career, I think of Peter Walsh." For Peter, Walsh's caring approach modelled exceptional leadership.

In guiding Hands Across the Water, Peter also credits the profound influence of Mechai Viravaidya, a Thai activist who established child-focused nonprofits. As he notes, "I think she's one of the most influential people in shaping how I view challenge, how I view resilience, and how I view commitment." Their annual meetings fortify Peter's purpose and direction.  

When asked about mentoring others himself, Peter acknowledges informal guidance through his charity bike rides and community building. He says, "Having seen people on that ride and, you know, the value of that experience, and, if being present on that ride, and my presence brings positive growth for someone, well, that's a wonderful thing." 

He hopes participants derive enduring inspiration beyond the road by nurturing connections on these journeys.

Key Takeaways

In reflecting on his careers spanning over two decades in law enforcement, humanitarian work, writing, and public speaking, Peter Baines offers profound insights on evolving one's path and purpose. 

Several pivotal experiences indelibly shaped his trajectory - from responding to massive traumatic events like the Bali bombings and Boxing Day tsunami to ultimately establishing the charity Hands Across the Water to support Thai orphans. 

While leaving behind a 22-year policing career was difficult, his passion for helping vulnerable youth compelled him to nurture the charity he built from the ground up. This ability to follow his humanitarian calling demonstrates deep conviction.  

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

The Power of Digital Media on Your Personal Brand and Relevancy with Hugh Riminton

Hugh Riminton is a familiar face to millions of Australians. He's the national affairs editor at Network 10, and a former news anchor and correspondent for CNN, Channel Nine, and ABC Radio National.

Hugh is an award-winning journalist, humanitarian news presenter, foreign correspondent, speaker, and author who is also a board member of Crescent Institute, which was founded in 2000 to connect, inspire, empower, and educate professionals of diverse backgrounds through high-calibre learning opportunities and was a foundation board member of Soldier On, which supports Australian Defence personnel who have suffered through their service in recent wars.

Previously, he was also a board member of the John Mack Foundation, a charity set up by New South Wales Australian of the Year Deng Adut to honour his brother by promoting peace in South Sudan and providing scholarships for people from refugee backgrounds.

Hugh has received numerous awards, including two Walkleys, a Logie, honours from the Human Rights Commission and the UN Association Media Award.

A Startling Introduction to Personal Branding

Back in the day, when Hugh Riminton was working for CNN, he was surprised the first time he heard a colleague refer to herself as a brand. The concept seemed so foreign, almost laughable to him at the time.

It felt a bit unsettling that an individual's unique and complex persona could be boiled down to something as rigid and corporate as a 'brand.'

Despite his reluctance to view himself as a brand, Hugh acknowledged the importance of aligning with organisations that reflected his values.

He proudly associated himself with Channel 10, a brand younger than him but one he was comfortable with and believed in.

He emphasised the significance of working for people and companies whose values align with your own, a rule he strictly followed.

He told a story from the 1980s about a former colleague who had moved into public relations. This colleague sought out individuals who had worked for controversial companies like tobacco firms, admiring their ability to navigate complex issues in hostile environments.

Despite the allure of significant salary advancements, Hugh couldn't bring himself to work in a situation where he would advise companies on getting out of morally grey situations. He refused a job offer that didn't align with his values, demonstrating his commitment to maintaining his integrity.

Objective Reporting Amidst Personal Values

When it came to reporting on topics that clashed with his values, Hugh explained his objective stance. His role was to report fairly on public interest issues, giving everyone a fair say in conflicts or discussions.

He tackled the delicate balance of reporting in today's social media era, where extreme views can gain substantial traction and fragment people's perceptions of reality.

He highlighted tragic incidents, like a shooting in rural Queensland, showing the dangerous disconnect that can happen when individuals only access information that reinforces their worldviews.

In light of these challenges, Hugh stressed the responsibility of mainstream media to provide coherent, intelligent, and truthful information.

He championed evidence-based information and fact-checking as crucial elements in maintaining the integrity and value of mainstream media in this digitised age.

A Crucial Early Lesson on Reputation

Hugh reminisced about his childhood, recalling an incident where a minor theft mishap led him to a significant realisation about reputation. He was wrongly accused of taking $10, which was a substantial amount in those days.

Although he was innocent then, his previous minor misdeeds had already tainted his reputation, leading everyone to assume his guilt. This early experience imparted a vital lesson about the impact of reputation on one's life.

He further illustrated the point with his father’s story. Despite not having formal qualifications, his father was a respected community member, managing a medical school and running numerous charities.

His father's integrity and unblemished reputation were his foundation, showing Hugh the real-world value of a good name.

In the current times, Hugh has acknowledged the challenges of sustaining a reputation, especially in the era of social media.

With the anonymity the internet offers, he highlighted the unfair and sometimes brutal attempts to tarnish people's reputations.

But Hugh firmly believed in the strength of freedom of speech, emphasising the importance of not engaging with negativity and focusing on keeping a clear conscience and integrity intact.

He has, for the most part, managed to keep his composure amidst online turmoil, blocking out persistent negativity and only involving authorities in extreme cases of threat.

Never Compromising Values and Integrity

Throughout his career, Hugh admitted to making mistakes but emphasised his continuous learning journey.

He shared his early career challenges, revealing how his reporting unintentionally endangered vulnerable individuals, marking a hard lesson learned about the ripple effects of international reporting in the pre-internet age.

In discussing his encounters with influential figures in the media industry, Hugh expressed his gratitude for never feeling pressure to compromise his values or reporting style.

His longstanding reputation as a principled and unyielding journalist has shielded him from potential external influences that could have swayed his work ethic.

Firmly, Hugh stressed his commitment to maintaining his integrity, opting to walk away rather than let his values be undermined.

Empathy and Understanding for Veterans

Hugh Riminton had a profound experience working with veterans. He encountered individuals deeply scarred and changed by their wartime experiences.

If one encounters some individuals without understanding their history, they might come across as aggressive or substance abusers. But Hugh emphasised the importance of context.

The very nature of his work led him to assist those in the most pain, some of whom held vastly different worldviews, especially when it came to issues around violence and anger. But for Hugh, it was about being there for them, offering a listening ear, and helping them find peace.

On the topic of being a newsreader for a younger audience on Channel 10, Hugh remarked that while television news audiences tend to skew older, his vast travels across Australia and interactions with people from all walks of life gave him a unique perspective.

He didn't see his role as just a newsreader; he loved getting out, understanding the issues, and connecting with people, considering it both fun and a privilege.

A Clear Conscience Amidst Controversies

Discussing his relevance in the media landscape, Hugh pointed out the delicate balance between skill set and brand. For him, a significant portion of his value to the network was based on branding.

If a network felt he no longer fit their brand for whatever reason, they could choose to part ways. But Hugh expressed his deep love for newsrooms, the dynamic of curiosity, banter, and team spirit that drew him in every day.

Hugh also mentioned his engagement in various media activities, including radio shows. His main focus remained reporting and covering major issues, ensuring the audience was served right.

On the topic of the controversial Robodebt issue, Hugh criticised the system for its lack of whistleblower protections, especially since the initiative was flagged as unlawful right from its inception.

When asked about public perception and his personal reputation, Hugh conveyed a sense of confidence and conviction. He wasn't overly concerned about how he was perceived.

Instead, he drew strength from his values, often standing for vulnerable individuals. In his view, reputation was built on values and beliefs, and he felt it was important for his reputation to reflect someone who wouldn't be easily swayed and who would fiercely defend those in need.

Media as an Equaliser and Emphasizing Human Dignity

Hugh believed that the role of media should serve as an equaliser.

In a world where individuals often find themselves vulnerable due to external factors or institutional failures, he felt that the media had the potential to restore balance.

The satisfaction he derived from work wasn’t just from completing a challenging task but from knowing that he had positively impacted someone’s life.

Hugh's core beliefs remained consistent despite the various tools and skills he had acquired over the years. For him, the essence of his work was the fundamental value of human dignity.

His experiences, from witnessing the U.S. Civil Rights movement to growing up in Sri Lanka and later New Zealand, shaped his strong stance against racism. His belief system was rooted in the idea that everyone should be treated with equal respect and dignity regardless of their background.

Valuable Lessons from Mentors and Guiding the Next Generation

Throughout his outstanding career, Hugh encountered numerous mentors. While some taught him essential journalistic skills, others exemplified qualities like generosity and empathy.

Robert Penfold, his boss during his tenure as a London correspondent for The Nine Network, profoundly impacted him. From Robert, Hugh learned that one could be a successful journalist without compromising on their values.

Mentorship also played an integral role in Hugh's later years. He formally and informally mentored many budding journalists. He took particular pride in mentoring young Aboriginal journalists.

The mentoring wasn’t just about imparting skills but about understanding and guiding these young talents through the complexities of their personal and professional journeys.

Final Thoughts: Commitment to Journalism and Core Values

Lastly, when asked about his advice to young professionals, Hugh emphasised the importance of staying true to one's core values.

He believed in continuous learning and encouraged young talents to surround themselves with diverse perspectives. If one stopped learning in a particular environment, he felt moving on and seeking new challenges was essential.

Hugh's parting thoughts during our conversation were a testament to his passion and commitment to journalism. Every story he presented, every idea he shared, was a reflection of his relentless pursuit of truth and fairness.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

Life or Death for Earth: The Urgency of Dr Judy Friedlander's PlantingSeeds #14

Dr Judy Friedlander is the founder and CEO of the non-for-profit organisation PlantingSeeds, whose flagship project, the B&B Highway, or bed and breakfast for bees, birds, and biodiversity, has grown from one B&B to over 120 in three years, with the regenerative corridors now in three Australian states.

The B&B Highway has grown out of her desire to cultivate a greater appreciation of the environment we live in, as well as foster a greater understanding of the connections among communities.

Before founding the organisation, Dr Friedlander had an impressive media and journalism career. She worked as a newspaper editor and feature writer for The Australian, The Sun Herald, and The Sydney Morning Herald.

She was a producer at Channel Nine Television, where she worked on research for her master's degree in interactive multimedia. Later, she completed her PhD at the Institute of Sustainable Futures at the University of Technology, Sydney.

Her studies and journalism experience impressed upon her that it is, in fact, important to walk the talk and that biodiversity and environmental issues require much more than just research and writing, they require doing it as well.

Throughout her decorated media career, Dr Friedlander has always had a passion for both social and environmental issues.

When she is not dedicating her time to PlantingSeeds, Dr Friedlander can be found at the Institute of Sustainable Futures at the University of Technology, Sydney, working as a postgraduate researcher.

The Concept of Planting Seeds in Branding

When Dr Friedlander talks about "planting seeds," she’s invoking more than just a literal interpretation of agriculture or gardening.

For her, planting seeds is an emblematic philosophy that involves investing effort and wisdom in complex issues, particularly environmental sustainability and biodiversity.

Reflecting on her mother's influence, Dr Friedlander notes, "My mother always used to say, Jude, you just have to plant some seeds, and things will grow." This insight perfectly harmonises with her current work.

She advocates for applying constant effort, nurturing ideas, and understanding that the road to change is a complex, "messy" one—embracing this complexity is key.

Though passionate about the concept, Dr Friedlander points out that planting seeds isn’t the end goal; it’s about witnessing them grow into mighty trees, reflecting her desire for tangible and lasting change.

The complexity of the subject matter she tackles, particularly biodiversity, isn’t lost on her. "It reflects my background and who I am because I come from a journalistic background. I've done a PhD, and I've become an advocate. I'm about doing now as well as communicating," Dr Friedlander adds.

A Brand or Not a Brand?

When asked about her own brand, Dr Friedlander is candid about her ambivalence. In the era of "info glut," as she terms it, establishing a personal brand is not just a luxury but a necessity.

But she admits, "I think I call myself a reluctant brand." This stems from her journalistic background, where she used to be the one asking questions rather than being in the spotlight.

The research during her PhD at the Institute for Sustainable Futures illuminated the pivotal role personal branding plays in communicating complex issues like the environment.

"When there's so much information, and so much eco-anxiety around, the research found that yes, the person and the brand was absolutely pivotal," she admits.

Dr Friedlander is more at ease now, coming to terms with the fact that she needs to be at the forefront to effect change. This brand, however reluctant, is in a position to make a positive impact on biodiversity.

"I'm very keen to utilise what I know, how to gather knowledge, how to communicate knowledge, how to be an advocate, and how to apply evidence," she asserts.

Perception: How Others See You

An interesting turn in the conversation brings us to how others perceive Dr Friedlander. Having recently attended a session on 'Regeneration,' she was intrigued by the descriptions from her peers, who referred to her as a "pocket rocket" with a "drive for knowledge.

While she hadn't previously given this much thought, she admits, "I've been told quite often when I talk that people say, 'Oh, I can see your passion,' which always takes me a bit off guard."

For Dr Friedlander, reputation isn't about what's projected or how one is perceived; it reflects core values and alignment with her work. This led her to shift from a media role that did not resonate with her value system into areas that genuinely reflect her passions and ethos.

She highlights the reinvention of her personal brand as she transitioned from a media role to becoming a founder and academic.

The process was like climbing a mountain—challenging yet enlightening. "To succeed in an endeavour is that you have to be aware of your own limitations and your capacity and be comfortable with it," she says.

The Role of Family in Shaping Reputation

When asked about the significance of reputation, Dr Friedlander emphasised its immense importance, attributing much of her understanding to her upbringing.

Her father, a successful figure in government, and her mother instilled in her the significance of reputation early on.

The seeds for understanding the gravity of reputation were sown in Dr Friedlander's childhood. Elected school captain at her primary school, she once faced a moral dilemma when she did not invite her entire class to her birthday party.

Being pulled into the principal's office for this oversight was pivotal. From then on, she understood the importance of being considerate of everyone around her and the impact that has on your reputation.

When Values Come Into Play

Though Dr Friedlander acknowledged that her parents played a significant role in moulding her understanding of reputation, she also pointed out that she gained a more nuanced understanding of her values over time, particularly in her professional life.

In her first job, she worked half the time at The Sydney Morning Herald and the other half at Cosmopolitan Magazine.

While the two experiences offered varying degrees of satisfaction and learning, it was evident to her that she was uncomfortable with the "hedonistic vibe" of the women’s magazine.

At this point, she realised her values were misaligned with the work environment, pushing her towards more meaningful opportunities.

Values vs. Beliefs vs. Behaviours

Navigating the labyrinthine relationship between values, beliefs, and behaviours, we explored how these different facets impact our actions and reputation.

According to Dr Friedlander, while everyone shares basic values, individual priorities can differ vastly. Over time, beliefs and behaviours can evolve, but core values generally remain constant.

She argued that many people may hold certain values but fail to live them out, often due to fear, pressure, or lack of opportunity.

Fascinatingly, Dr Friedlander pointed out how Aristotle's rhetorical theory of ethos (reputation or character), pathos (emotions and values), and logos (logic or facts) continues to be relevant today.

According to Aristotle, effective communication must tug at the heartstrings. For Dr Friedlander, this entailed sharing personal stories that evoke emotion and resonate with universal values.

She highlighted that emotion and values are inextricably linked and should be part of any meaningful dialogue.

She believes that the cornerstone of trust, both personally and professionally, is the alignment of one's values, beliefs, and behaviours, and that a disconnect between these elements can lead to a loss of trust and ultimately damage one’s reputation.

The Realisation of Being a Personal Brand

Dr Friedlander discussed a transformative moment when she realised her pivotal role as a personal brand.

After appearing in an ABC News interview to promote her organisation, she acknowledged the weight of her responsibility.

Whether promoting her flagship program, the B&B Highway, or speaking at events such as addressing 30 schools for the Queensland Office of the Chief Scientist, she grasped the reality: she was the brand that led the organisation.

She mentioned her initial discomfort with being the brand representative, cautioning that while appearance matters, it should be backed by authenticity and the right values.

Reflecting on the Journey: From 'Food Faith' to 'Planting Seeds'

Dr Friedlander explained that her organisation, initially called "Food Faith," was meant to explore the intersectionality between faith groups and sustainability.

She later realised that a more scalable focus was necessary, prompting her to rebrand as "Planting Seeds."

The revised focus was pollinating gardens to protect threatened pollinators like birds and insects, a scalable mission now active in over 120 locations across three states.

Our conversation then steered towards the intricacies of branding in the realm of biodiversity.

Dr Friedlander's unique approach lies in using a "metal frame" — a versatile, catchy umbrella concept that houses various elements.

For example, her flagship project, the B&B Highway, has a relatable title, with the "B&B" standing for anything from "bees and birds" to "bed and breakfasts for biodiversity."

When working with schools, Dr Friedlander strongly emphasises not just the "facts" but also weaving in values and the importance of the environment.

She uses holistic approaches like "corridors of regeneration and learning" to facilitate knowledge sharing between schools and communities, aiming to support biodiversity at the grassroots level.

The Power of Mentorship

Dr Friedlander believes mentorship plays an essential role in professional development. Her journey has been enriched by various mentors, from her PhD supervisor to editors during her journalism career.

She also credits her family and the dedicated team she works with for their continuous support.

Dr Friedlander shared invaluable advice for younger people aspiring to lead an organisation: "Stay the course, be realistic, and use your knowledge." She advises them to associate themselves with organisations and people that align with their values and to not hold back from sharing their passion effusively.

Final Words

From the intimate relationship between personal branding and the complex world of biodiversity to the importance of values and mentorship, Dr Friedlander's journey offers vital lessons for all.

She ends on a high note, reminding us that the fuel for this often challenging journey is, in her own words, "passion, compassion, and knowledge." With the urgent issues facing our world, her story is a testament to the power of authentic representation and unwavering commitment.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

How to Become Relevant and Make an Impact - No Matter Who You Are

April Palmerlee was appointed CEO of AmCham in 2017 after an international career in government, education, and the corporate sector. American-born, Palmerlee has lived in Sydney since 2003 and is a dual citizen.

She is a member of Chief Executive Women and a graduate of the Australian Institute of Company Directors. She received a BS from Georgetown and a Master’s from Columbia.

In Australia, she has worked for the University of Sydney’s US Studies Centre, the Lowy Institute for International Policy, the Centre for Independent Studies, and Potomac Partners.

In the US, she held the rank of Assistant Secretary at the Department of State with the remit for international women’s issues. Before that, she was a senior executive at the Council on Foreign Relations in New York.

She has also worked for couturier Oscar de la Renta, financial publisher The Bank Credit Analyst, and not-for-profit The Spanish Institute.

She is on the boards of CIS and Georgetown University Australian and New Zealand Centre. She also chairs a scholarship selection committee at the Fulbright Commission.

Building Reputation and Resonance: April Palmerlee's Approach to Branding

April Palmerlee, the former CEO of the Australian American Chamber of Commerce (AmCham), shared fascinating insights into her notable career.

Over the last short period, she recounted her experiences, particularly the memorable times she spent with none other than President Obama.

April acknowledged the American Chamber of Commerce's distinct and recognisable brand, but she didn't consider herself as having a personal brand per se.

Instead, she spoke passionately about the reputation she had built throughout her journey, a guiding compass that influenced her actions and decisions.

Reflecting on the notion of branding, April playfully likened it to the Kardashian phenomenon, associating products and merchandise. For her, it was more about standing for certain principles, representing values and aspirations, and providing meaningful connections.

Thus, while she may not possess a traditional "brand," she undeniably embodies ideals and a vision that resonates throughout her career.

April's dedication to fostering stronger ties between the United States and Australia became evident during her tenure at the University of Sydney and in her consulting work.

Even as she traversed different roles, the essence of promoting the vital US-Australia relationship remained consistent.

Being a dual citizen and having resided in both countries for over two decades, April expressed a profound and personal connection to both nations. This connection, she believed, contributed to her persona and reputation, but what truly excited her was the opportunity to be a part of something bigger.

Whether championing the alliance, working at the University of Sydney, or engaging in consulting projects, she thrived on contributing to a greater cause.

April hoped people viewed her as a fair individual, someone who firmly distinguished between right and wrong.

Making connections was her forte, and she saw opportunities for growth in various businesses, universities, organisations, and leadership spheres.

Doing what was right was paramount for her, as her values deeply drove her throughout her illustrious career.

Her strong values had roots in her upbringing. Growing up in a suburban area outside the District of Columbia town in Maryland, her family instilled essential values in her.

But it was during her time at Georgetown, a Jesuit university, that her character took shape. The Jesuit principles of passion, commitment, and courage profoundly impacted her young adult self and shaped her path, especially while navigating the political landscape in Washington, DC.

When asked about situations where her values clashed with external pressures, April stated that such dilemmas were inevitable. Making tough choices was integral to staying true to one's values and conscience.

She believed that anyone with strong values would encounter these challenges, ranging from everyday decisions to major ones that affect others' lives.

April also touched on the allure of the political sphere, where some individuals are drawn by the desire to serve others. This altruistic spirit motivates people to enter politics, just as it does with teachers, priests, doctors, and others who wish to contribute to their communities. However, April cautioned that the allure of power could sometimes lead to one-off tracks.

Having once been part of a think tank in New York, providing input on government policies, April's life took a significant turn when she was within the Bush administration. This experience taught her the delicate balance of decision-making and the complexities of implementing grand political visions.

The idealism of making a difference must confront the realities of compromise and find the art of the possible to realise those visions for the greater good.

In the intricate world of politics, understanding the decision-makers' challenges is crucial before passing judgement.

Reflecting on her journey, April revealed a particular instance where she had to confront a challenging dilemma head-on.

She recalled dealing with an employee who didn't align with its core values despite being a valuable asset to the organisation and bringing in substantial clients.

Making the difficult decision, she decided to part ways with this employee, sending a powerful message to her team that standing by one's principles is paramount, even if it meant sacrificing short-term revenue.

April emphasised that embracing one's values was not just about making a personal statement; it had a far-reaching impact on the entire team. She set a standard for others to follow by staying true to her beliefs, fostering an environment where integrity and authenticity were valued.

Discussing broader societal changes, April highlighted the gradual shift towards increased awareness and sensitivity towards others' feelings and perceptions. She expressed optimism about the corporate sector's progress in recognising the importance of these elements and how they impact organisational culture.

While acknowledging the corporate world's strides in prioritising values and ethics, April noted that the political landscape appeared to lag behind. However, she acknowledged ongoing enquiries into the behaviour within political circles, indicating that positive changes might be on the horizon.

The Impact of Purpose: How Understanding Company Goals Shapes Employee Choices

April also shared her insights on the evolving job market and the increasing significance of employee values. According to her, job seekers, especially young graduates and professionals, are no longer content with merely working for any company that produces widgets.

They now prioritise understanding the company's purpose behind creating widgets, their target customers, and the values upheld by the leadership. This focus on alignment with their values has led people to choose their employers more carefully, resulting in a shift where individuals vote with their feet by staying loyal to companies that resonate with their beliefs.

Reflecting on her own leadership experiences, April cherished a profound compliment from her assistant. The assistant expressed on LinkedIn that they had never felt as free to be themselves as they did while working at AmCham. This highlighted the importance of fostering a culture of acceptance and belonging, encouraging everyone to be authentic.

April emphasised the significance of character, drawing on a quote she admired: "Character is what you are in the dark." As a diplomat, she understood the value of manners and etiquette but recognised that true character shines through when no one is watching.

In the early stages of one's career, she believed that a personal brand or reputation was built upon actions rather than mere words. For instance, accomplishments, networks, and recommendations from people who trust and know you personally play a vital role in shaping one's character.

April emphasised the value of loyalty, something she felt was somewhat overlooked in today's fast-paced job market. While acknowledging that staying with a company for decades might not be common, she still valued commitment and dedication, urging young professionals to spend sufficient time understanding the company and contributing value before moving on to the next opportunity.

Finding Connection and Impact: April Palmerlee's Approach to Staying Relevant

April delved into the concept of relevance and how it evolves throughout one's career and life. She shared her personal experiences, reflecting on times when she felt a shift in her relevance, especially during transitions in her career and geographical locations.

April likened politicians to suffering from RDS," or "relevance deprivation syndrome", when they leave their positions, experiencing a sudden decline in attention and meeting opportunities.

She could relate to this feeling when she left the Bush administration and moved to Hong Kong during the SARS outbreak. The transition from a high-profile, powerful position to a smaller market required her to reassess her relevance and find new ways to stay connected and impactful.

In her business endeavours, April discovered the value of finding common ground with people she met. Finding that connection made conversations more enjoyable and productive, whether it was having kids in the same school, sharing a love for a particular sport, or bonding over their pets.

When asked about relevance, April's perspective shifted towards the idea that everyone is relevant to someone in some situation. Even when she wasn't pursuing a big corporate career, she found ways to be relevant to others.

For instance, she created the Centennial Park Ultra Marathon, which significantly impacted a specific group of people who lacked access to traditional ultramarathon events due to transportation constraints.

April emphasised that relevance doesn't have to be grand or global; it can be as simple as being of service to your family or friends. Contributing and feeling useful to others, she believed, brought the most satisfaction.

Mentorship without Borders: Fostering Genuine Connections

April Palmerlee spoke passionately about the mentors significantly impacting her life and career. Reflecting on her experiences, she recalled several bosses who served as great mentors during different stages of her journey.

One of her early inspirations was Jack Kemp, a former congressman and Buffalo Bills quarterback. Listening to him speak about housing affordability and The American Dream at her brother's high school graduation left a lasting impression on her. She volunteered on his presidential campaign during her university days, observing and learning valuable lessons on fundraising, campaigning, and focusing on constituents.

During her time working for Oscar de la Renta, April learned the art of hosting dinner parties, convincing friends to support events, and navigating interactions with politicians.

Working with Les Gelb at the Council on Foreign Relations was a particularly influential experience. Les not only mentored her professionally but also became a father figure. He even hosted the engagement party for April and her now-husband, Luke, showing how mentorship can extend beyond the workplace into personal life.

April acknowledged that mentorship can be derived from various relationships, whether the person knows they are mentoring you or not. It's about what you take from the experience and the genuine connection you establish with the mentor.

With her wealth of experience being mentored, April acknowledged that she, too, has taken up the role of mentoring others. She emphasised that mentorship is an ongoing process that cannot be confined to a fixed schedule. Instead, it requires genuine care, promotion, and the fostering of a strong working relationship.

Speaking to high school students or MBA classes, April advises aspiring professionals to focus on who they want to be and what values they share with potential mentors rather than getting caught up in titles. The key to success for her has been working for leaders she admires and respects, such as her past chairman, Brendan Nelson. He motivated her to become a better person and taught her invaluable lessons.

While loyalty is often associated with how long a job sits on one's CV, April emphasised that true loyalty involves caring for and promoting employees, even if it means they may explore other opportunities.

At AmCham, April felt fortunate, considering it was almost like a training academy for the Sydney business community. The organisation's focus on nurturing and providing visibility for its employees has led to their success, even if some of them get poached by other companies.

Mindfulness in the Digital World: Considering the Permanence of Online Content

April highlighted the unique form of loyalty exhibited by the employees at AmCham, the organisation she worked for. She emphasised that their loyalty extended beyond merely fulfilling job duties and staying at their desks; instead, they actively invested in the company's success by making introductions and speaking highly of AmCham's endeavours.

In her view, loyalty went beyond the formalities of signing a contract; it was about trust, belief, and a genuine desire to work for and with the organisation. April acknowledged that such loyal employees could serve as mentors, whether or not they held official mentoring roles.

April expressed her awe at the current prevalence of social media in people's lives by discussing her passion for engaging with the next generation. She recalled the days she entered the State Department, obtaining top-secret security clearance through a rigorous vetting process.

Today, the scrutiny of potential public servants has extended to their social media presence, raising different considerations for those contemplating careers in public service instead of aspiring influencers or journalists.

From personal experience, April stressed the importance of exercising caution with digital communication. She remembered advice from a law school professor who advised against writing anything that one wouldn't want to be published on the front page of a newspaper.

Recalling instances when her seemingly private emails reached unintended recipients, she emphasised the need for mindfulness about digital content's potential permanence and visibility.

April cautioned against the pitfalls of posting thoughts hastily without considering their impact on one's reputation in the long run. She acknowledged that past social media posts, which may have seemed wise then, may no longer reflect one's current beliefs.

April Palmerlee's Positive Impact on Individuals and Organisations

April Palmerlee shared her experiences with both formal and informal mentoring. She acknowledged participating in formal mentoring programs, such as being a mentor for scholars at the University of Sydney. She was assigned specific students whom she mentored throughout the year.

April also mentioned a two-way mentoring program run by AmCham's Melbourne office. In this program, seasoned leaders learned from their mentees as much as they shared their leadership insights. Another mentoring initiative was the Global Leadership Academy, where the next generation of CEOs was exposed to different leadership styles, particularly those effective in diverse cultural settings.

Beyond these structured programs, April saw herself as a mentor every day, particularly to younger colleagues. She highlighted an incident where she encouraged a bright woman in her team to avoid self-doubt when expressing her ideas during meetings. She emphasised the importance of confidently delivering opinions without starting sentences with phrases that undermine credibility.

April expressed her commitment to constantly finding ways to improve. Even in successful initiatives, she sought opportunities to make small but significant improvements, striving for a continuous 1% improvement. This approach to mentoring extended to various aspects of her work, including reviewing and enhancing AmCham's activities during their doorknocks in Canberra.

Her perspective on mentoring was not limited to formal arrangements. April saw mentoring as an opportunity to share learning and support growth within structured programs and everyday interactions.

In conclusion, April Palmerlee's approach to mentoring involved a mix of formal and informal engagements. Her willingness to invest time and effort in nurturing others' potential exemplified the positive impact mentoring can have on individuals and organisations alike.

As she remained open to further mentoring opportunities within AmCham, her dedication to fostering growth and improvement reflected her commitment to developing those around her.

The Value of Diverse Experiences: Oscar de la Renta's Impact on April Palmerlee's Journey

April fondly recounted her unique experiences while working with Oscar de la Renta, a renowned fashion designer known for his couture expertise, philanthropic endeavours, and humanitarian efforts.

At the start of her career, April pursued her passion for international relations and became a baby diplomat in the School of Foreign Service. However, fate took her to New York, where she worked at the Spanish Institute alongside the prominent fashion icon Oscar de la Renta.

Initially, April hesitated to consider a career in fashion, but her boss encouraged her to explore the opportunity, citing the power that international businessmen wielded in contemporary society.

Taking a leap of faith, April embraced the fashion world and began working with Oscar de la Renta.

Although initially feeling out of place amid the bustling Fashion Avenue, she discovered a whole new world beyond the glitz and glamour. Oscar's involvement in the Metropolitan Opera, his charitable endeavours, and the personal stories of the people he helped profoundly impacted her.

During her time with Oscar, April learned valuable life lessons, including the realisation that everyone, regardless of their status, is just a human being. Working with the influential ladies of New York, she saw firsthand that they were no different from anyone else, breaking the notion that titles or societal status should induce fear or awe.

Her experiences with Oscar extended beyond fashion. She was tasked with caring for an orphanage he supported in the Dominican Republic. When Oscar was invited to give a commencement address at her alma mater, Kent School, he entrusted her to work on the speech, even seeking feedback from his close friend, Dr. Henry Kissinger. This revelation taught April that stepping off her intended path had enriched her life and provided invaluable learning opportunities.

After her time with Oscar de la Renta, April moved on to work at the Council on Foreign Relations, a prestigious think tank. While she considered removing her fashion experience from her resume, her boss at the think tank recognised the uniqueness and intrigue it added to her profile, valuing her diverse journey.

As April Palmerlee reflected on her experiences, she emphasised the importance of imaginative capacity and understanding situations from others' perspectives.

She mentioned Ingvar Kamprad, the founder of IKEA, who believed in having executives experience various roles within the company, including menial jobs. This approach enabled them to appreciate the work done by their colleagues and foster a more empathetic and collaborative work environment.

Regarding hiring, April prefered individuals with customer service experience, valuing the firsthand knowledge they gained from working with people in different situations like handling morning coffee rushes or dealing with customer difficulties. Such experiences were seen as valuable assets in any job.

Insights and Final Message for Young Individuals

Offering advice to young individuals seeking jobs, April suggested focusing on the type of boss they would work for and the problems they want to solve rather than getting fixated on a specific job title. By giving their best effort and displaying qualities like loyalty, hard work, and innovation in their current roles, opportunities for advancement would naturally present themselves.

She also touched on the importance of dressing appropriately for the job you aspire to have, as it can influence how others perceive you. While modern workplaces offer more flexibility in personal expression, being mindful of the setting and industry can make a difference in how colleagues and potential employers perceive you.

April's insights emphasised the significance of understanding oneself, showing dedication in every role, and being aware of how others perceive us in shaping a fulfilling and successful career journey.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.