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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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."
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
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.
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.
Ross Greenwood, the current business editor of Sky News and host of the daily program "Business Now," boasts an impressive career in the media industry.
Previously, he served as the Business Editor at Channel Nine for a remarkable 17 years, during which he became a regular presence on popular shows like the Today Show and Nine News. He also hosted the widely acclaimed radio program "Money News" nationwide for an impressive decade.
Throughout his distinguished career, Ross Greenwood's reporting has taken him to various corners of the globe, providing him with valuable insights into the global business landscape.
Notably, he held esteemed positions as the former editor of BRW and various personal investment magazines in Australia. He also played a pivotal role as the founding editor of Shares Magazine in both Australia and the United Kingdom, solidifying his expertise in the financial domain.
Ross Greenwood's practical experience in financial markets extends beyond his editorial roles. He proudly served as a founding director of WAM Asset Management, contributing his invaluable insights and expertise to the company's success. His extensive knowledge led to his appointment as chairman of the Investment Committee for six years at the renowned Industry Fund Media Super.
Through his multifaceted career, Ross Greenwood has consistently demonstrated his passion for business journalism and his deep understanding of financial markets. His expertise, gained from years of experience and diverse roles, has solidified his position as a respected figure in the industry.
In the world of public figures, it inevitably becomes necessary for one to establish a personal brand over time.
Ross recognised the significance of maintaining a positive brand image and reputation. He understood that any behavioural misstep could tarnish his brand and people's perception of him.
Ethical and moral considerations played a vital role in Ross's decision-making process. He believed in making sound choices aligned with the right principles rather than opting for expedient or short-term gains. Throughout his career, he took pride in his ability to make integrity-based decisions.
Ross also highlighted the importance of balanced commentary. While journalists often faced criticism for their inclination towards negativity, Ross emphasised the need to celebrate the positive aspects of society.
He believed in acknowledging and learning from mistakes while actively weeding out individuals who engaged in fraudulent activities.
Simultaneously, he urged recognition of the success and brilliance demonstrated by exemplary businesspeople.
Having witnessed the abundance of talented individuals in Australia, Ross was driven to share uplifting stories that inspired and generated a sense of goodwill.
He believed that such stories unveiled the qualities that contributed to success, often rooted in the collective efforts of a team rather than individual achievements alone.
Ross recognised that being a leader entailed surrounding oneself with capable individuals who shared the same vision and values. By fostering teamwork and leveraging the strengths of others, he believed in building better businesses and achieving sustainable growth.
Ross reminisced about a memorable experience while working on television. He vividly remembered accompanying a well-known individual, whose name remained undisclosed, during his travels.
Ross observed this person's remarkable effort to project a persona of complete and utter negativity. It was evident to Ross that the people around them reacted negatively to this behaviour.
During that time, Ross was relatively young, likely in his late twenties. As he witnessed this display of negative energy, he couldn't help but contemplate the tremendous effort expended to create such a hostile atmosphere.
Ross pondered the possibility of expending far less energy and choosing a more pleasant demeanour, allowing for smoother interactions with others throughout the day.
Ross firmly believed that when someone recognised you on the street, it was a pleasant occurrence and not something to be frowned upon, considering the territory of one's profession.
He encouraged individuals to be at least a little bit amiable towards those who approached them. After all, it didn't take much time or effort to reciprocate kindness, even when caught up in a busy work schedule. Ross suggested a simple explanation such as, "Excuse me, I'm working here," which could suffice.
As Ross emphasised, the underlying principle was to never lose sight of the basics of being a decent human being.
When people approached you due to your success or accomplishments, he advised taking two seconds to acknowledge their interest instead of building impenetrable walls around yourself.
Ross warned that failure to do so might create negative impressions and eventually have repercussions. He said, "At some stage that will come back, that hubris as it were, will come back and will bite you on the backside."
In reflecting on the dynamics of public perception, Ross acknowledged the inevitability of varying opinions regarding his art or public persona, whether through television or business endeavours.
While it was challenging to completely control how others perceived him, Ross believed in living with an open heart, embracing the idea that one couldn't please everyone.
In the realm of the public eye, Ross became more mindful of his social media presence. He opted to share less about his personal life, considering it to be his own private domain.
Although he valued privacy, he didn't feel the need to boast or disclose details about his holidays or meetings.
However, Ross observed that social media could be a breeding ground for anonymous individuals who could launch attacks without knowing or understanding him.
He found it more reassuring that when he spoke or expressed himself through traditional media channels, his name was associated with his words, providing a sense of accountability. He believed that attacking others from behind the shield of a screen was a cowardly act, though he recognised it as a reality of the modern world.
Despite the challenges posed by online platforms, Ross acknowledged the positive aspects of social media, such as enabling freedom of speech and facilitating the exchange of opinions.
He understood that occasional excitement or passionate responses could arise in this digital landscape and accepted it as part of the territory.
Over the years, Ross had ventured into setting up several small businesses. He learned a valuable lesson early on: not putting his name on the business was advisable.
Reflecting on the example of Dick Smith, who had achieved tremendous success with a business bearing his name, Ross realised that attaching one's name to a business made it difficult to sell without personal involvement.
Drawing from his own experiences, Ross recounted the challenges he faced when his name became synonymous with a magazine business he had established in London.
As the face of the enterprise and deeply involved in its operations, he discovered it was challenging to extricate himself when an offer to buy the business came along.
While other shareholders happily cashed out and walked away, Ross found himself in a unique position where the business's value was closely tied to his presence.
This realisation prompted Ross to contemplate the survival of a small business without its founder. It became a critical test for any entrepreneurial venture.
While the outcome might vary, the ability of a business to thrive independently of its creator was key. Ross acknowledged that selling a business in the future required it to be self-sustaining, operating as a standalone entity, even without the original owner's active involvement.
Ross stressed the importance of entrepreneurs avoiding losing themselves entirely in their businesses. He shared an anecdote about the emotional attachment many business owners develop, akin to inventors deeply invested in their creations.
Their intense focus and passion can overshadow other aspects of their lives, resulting in losing perspective. Ross considered it a valuable lesson for young entrepreneurs to maintain a broader, more holistic approach to life.
Recognising that a business must be capable of running successfully without its founder was a key lesson Ross had learned early in his career.
According to Ross, if one had invested all their energy into working for a specific company, considering it the epitome of their professional journey, it would signify a fundamental problem—a lack of balance.
Recognising that their skills and talents could be equally valuable elsewhere is crucial. Sometimes, it is only by venturing out and testing the waters that one can truly understand their full potential and market value.
Nobody hands out a manual with an exact price tag when determining one's worth. The only way to gauge how much one should be paid and what they are truly worth is by putting themselves out there and assessing the responses. It's a process of testing and refining.
In the world of business, an intriguing reality emerges. For Ross, regardless of the size or nature of a business, any offer made for it is worth considering.
Don't succumb to hubris and assume the business is worth far more than the offered amount. Opportunities for offers and interests don't come around daily, so each one deserves sincere consideration.
When Ross reflected on his journey and the invaluable lessons he learned about building a brand and reputation, one person stood out as his great mentor—Robert Gottlieb, known as Bob Gottlieb.
Bob had founded Business Review Weekly, a publication for which Ross eventually became the editor. What Ross admired about Bob was his understanding of the need to market beyond the confines of their own organisation.
During their younger years, Ross and his colleagues ventured into radio and television appearances to promote the brand they represented. Bob recognised that in doing so, they were also creating individual brands for the people involved.
Notable figures like David Koch were part of the team, each carving out their own brand identity and reputation.
Bob emphasised that personal branding should align with the represented entity's values, ethics, and judgement.
In their case, it was the magazines they produced and television and radio programs. This approach instilled a strong sense of purpose in their communication efforts.
Ross found satisfaction in translating complex subjects, such as business, economics, and personal finance, into accessible language for their audience.
Ross and his team established a deep connection by serving as trusted allies and reliable translators for their consumers.
They felt empowered to criticise, question the government, and analyse budgetary decisions on behalf of their audience. They acted as representatives, addressing tough questions and offering insights into the strategies and direction of the government.
Even today, Ross believes that being a trusted representative, asking hard questions, and providing clarity remains essential. It allows the audience to perceive him as a reliable source of information and analysis on matters that affect their lives.
As Ross reflected on his role and his dedicated work, he understood that there would come a day when someone else would take his place.
He acknowledged that this person could be equally trusted and proficient, if not better, at the job.
Ross recognised that his role was not about being the only one who could fulfil it but rather about fulfilling it to the best of his abilities during his time. This realisation aligned with not putting one's name on the business.
It was essential to avoid considering oneself irreplaceable. Ross emphasised the importance of never imagining that someone else could not do the job. They could and would, albeit in their own unique way.
It might even lead to different levels of success, but the work would continue, carried out by others as necessary. This understanding brought about humility and a sense of perspective.
Ross recognised that his contribution was valuable, but he also acknowledged that others would always be capable of stepping into his shoes. This mindset allowed for growth, adaptation, and the potential for fresh perspectives and approaches to drive progress.
Ross grew up in a business-oriented environment, residing in regional Victoria with his father, an incredibly solid and reliable figure.
Ross also had a not-so-pleasant grandfather, who, in hindsight, wasn't the nicest person. This family dynamic shaped Ross's decision-making approach.
Whenever faced with a choice, he would deliberately think about what his grandfather would do and then consciously opt for the opposite course of action.
On the other hand, he would also consider his father's approach and generally follow a path aligned with his values and judgement.
Throughout his journey, Ross encountered influential individuals who imparted valuable lessons. Perkins, a remarkable editor and business expert at The Australian, demonstrated that work could be both enjoyable and challenging.
Countless others in the television and radio industries took the time to explain and guide Ross, along with colleagues who accompanied him on the learning journey.
Even within the business community, many people generously shared their time and expertise.
Terry, the former director of Bankers Trust, and Jeff Wilson, from Wilson Asset Management, were instrumental mentors in the financial services realm. These encounters expanded Ross's mindset and pushed him to explore his limits, fostering personal growth and development.
Being a journalist allowed Ross to have adventurous experiences that tested his composure. He recognised the importance of passion in business endeavours but emphasised the need for calm decision-making.
Maintaining composure during critical moments became essential in radio and television, where strict deadlines and precise timing were paramount.
Ross noted that while the pressure could be high, it was crucial to remember that he wasn't saving lives but rather commentating on events.
Keeping a level head and relying on experience was key to making sound decisions and navigating challenging situations.
Drawing from his experiences, he believed that panicking after making a mistake often led to compounding errors and potential disasters.
Instead, he advocated for acknowledging and rectifying mistakes promptly, focusing on finding effective solutions. This approach allowed for efficient problem-solving, even in high-pressure situations.
Ross became acutely aware of the significance of values early in his career, particularly during his journalism education, where ethics were emphasised. He understood that ethics went beyond mere legal obligations and distinguished between right and wrong.
For Ross, ethical journalism meant taking responsibility for his own work, refraining from plagiarism, and safeguarding the confidentiality of sources.
It also entailed never throwing colleagues under the bus. These principles formed the foundation of his ethical compass, and he recognised their utmost importance.
Another vital lesson Ross learned was the importance of owning up to mistakes. However, he observed a concerning trend in larger organisations, where the lines between protecting the organisation's reputation and doing the right thing often blurred.
He witnessed instances where the organisation's reputation precedes ethical conduct and accountability.
Even in religious institutions or other prominent organisations, he noticed the prioritisations of reputation over morality. This dissonance troubled Ross, as he believed that doing the right thing should be paramount, even if it incurred significant costs.
These ethical considerations were not limited to journalism but extended to running an organisation as an entrepreneur.
Ross emphasised the need to stay true to one's morals and ethics, even when faced with dilemmas or shortcuts taken by others. Upholding one's principles might not always yield immediate advantages, but sticking to the long game was essential.
Ross's approach was to constantly question what he believed to be the right course of action.
He sometimes chose not to write stories that could cause harm, understanding that taking the cheap shot was not the answer. Instead, he prioritised the long-term implications and the importance of doing what was ethically correct.
Navigating the complexities of values, discerning genuine stories from fabricated ones, and distinguishing right from wrong can be arduous.
Ross understood the importance of conducting thorough checks and hesitated whenever doubts arose. He believed in erring on the side of caution and exercising caution.
Throughout his career, Ross encountered legal challenges, lawsuits, and court battles because of his unyielding pursuit of truth.
Some organisations targeted him to safeguard their reputations, even when Ross sought to expose unethical or illegal practices.
Nevertheless, he persevered, often with the support of employers who supported him and provided the necessary backing. Such support was crucial for journalists, enabling them to weather legal storms and maintain their integrity.
Ross recounted an instance during the receivership of his business when the receiver assured him and his colleagues that they would be supported and indemnified to continue their work. This bold move allowed them to keep writing and confront the organisation in court.
In the end, the morally compromised organisation collapsed, and Ross had no regrets about his actions, as he firmly believed that the organisation was deeply flawed.
These legal battles and personal attacks were occupational hazards for journalists committed to doing the right thing.
Similarly, businesses must seek legal advice and defend their interests, such as protecting their patents and territories. Safeguarding personal brands against competitors seeking to undermine them is also crucial, as credibility and reputation are intertwined with trust in delivering the right message.
Furthermore, Ross emphasised the significance of behaviour in both professional and personal realms. Treating others with respect, regardless of their position, was paramount.
Workplace bullying, harassment, and aggressive behaviour towards staff, competitors, or suppliers were behaviours that Ross found unacceptable.
He believed that investment banks and shareholders should pay closer attention to the behaviour of chief executives, as poor conduct should not be overlooked.
In fact, Ross applauded the growing trend of holding executives accountable for their actions and behaviour.
For Ross, treating colleagues respectfully, fostering open dialogue, and standing up against bullies were essential to creating a positive work environment.
He advocated walking away from organisations that condone or perpetuate such behaviour if necessary.
Over time, Ross gained wonderful experiences along the way. He ended up on various boards, like the media super board and the WAM capital board, when Jeff started that up. He also did some work for ASIC and engaged in charity work as a necessity.
It was funny how the charity was perceived. Ross remembers when a famous person called him and asked how much he was being paid for the charity event they were both speaking at the next day. Ross was puzzled and asked for clarification.
The person persisted, wanting to know the payment amount. Ross had to explain that it was a charity event and he wouldn't be receiving any payment. It was a reminder of the different perspectives on charity.
Ross believed in the importance of compassionate behaviour. He recognised the people in the community who needed help and tried to assist them.
He saw it as a gift to give and make a difference. Moreover, he believed that engaging in charity work expanded his knowledge and ability to express himself. Through these experiences, he built trust with others in responsible positions.
Keeping secrets was a crucial aspect of Ross's work. He could maintain confidentiality and ensure that the information shared with him remained undisclosed. This trust allowed him to broaden his conversations and delve deeper into understanding what was happening beyond simply chasing a story.
As Ross grew older, his ability to anticipate the future became greater. He had witnessed similar events unfold, giving him a sense of calmness when faced with new situations.
He had the experience to understand how things might play out. Although he didn't always get it right, he had a deeper understanding of the consequences of high inflation and its impact on interest and employment rates. This knowledge helped him anticipate what might happen next and the triggers involved.
The pleasure of experience lay in the breadth of Ross's encounters. Through his work as a journalist, he had the opportunity to see and interview people, which provided him with unique experiences and insights.
From swimming with sharks to driving race cars, Ross had diverse adventures that expanded his perspective. These encounters allowed him to ponder and understand things from different angles, beyond his usual role as the "boring finance guy."
In our conversation, Ross mentioned how many young people in journalism often get diverted along their career paths. He highlighted that journalism is a long game, not a short one, and it can sometimes be frustrating.
However, he emphasised that those with the skills to write, present, communicate, and translate have a great career ahead of them. While other professions may offer higher financial rewards, Ross acknowledged the exceptional talent among young journalists.
Ross also discussed the evolving media landscape and the rise of social media as a platform for success. He noted that traditional media is undergoing transformation and morphing into new forms.
As an editor, Ross expressed the importance of not being overly critical of the original writers. He encouraged recognising and supporting the individuals who generate ideas, as they are the driving force behind stories and deals.
Reflecting on the changing media landscape, Ross highlighted the incredible opportunities digital platforms and social media created.
He emphasised the lower barriers to entry and reduced costs associated with creating and disseminating content. Ross also praised the ability to reach niche markets and the impact of influencers revolutionising the industry.
Ross further discussed how media fragmentation has allowed individuals to build businesses within this new ecosystem.
He stressed that distance is no longer a barrier, allowing young people from diverse locations to access global markets and share their ideas, products, and innovations.
Ross emphasised that this dynamic shift is changing the world and will pave the way for a generation of innovators and flourishing businesses.
Ross shared that he actively mentors young people. He highlighted the presence of a young and talented team within his organisation.
They continuously bring in graduates and students straight from university, providing them with training and nurturing their skills. This practice has been ongoing, even as recently as 12 months ago.
Ross emphasised hiring highly motivated and technically literate individuals with fantastic skills.
One interesting observation Ross made about young journalists is their need for training in phone communication. He found it amusing that he had to teach them how to make phone calls, such as when reaching out to the treasurer's office after an interview.
Ross advised skipping the pleasantries and getting straight to the point. He found it a basic skill, although he realised that not everyone grew up with it.
Despite the humour in this observation, Ross encouraged young journalists to trust themselves and their abilities, disregarding any negative beliefs imposed by older generations.
Ross emphasised that the skills young journalists possess today are as good as, if not better than, those of previous generations.
He urged them to continue working on their skills and have self-confidence. Ross believed that success in one's career and personal life depended on those around them.
Identifying individuals with similar values, progressiveness, intelligence, and a willingness to teach can greatly contribute to one's trajectory and stability.
He stressed the importance of not isolating oneself, whether as a business leader or within the workplace, as isolation is one's worst nightmare.
According to Ross, one of the most important steps for those young individuals eager to develop themselves, their personal brand, and their careers is to travel extensively.
He emphasised the significance of understanding one's place in the world by exploring different countries and realising that one's skills are just as relevant abroad as at home.
Ross believed that having the confidence to compete and succeed in places like the United States, Asia, Europe, or the UK provided a tremendous advantage when returning to Australia.
Another key suggestion Ross offered was to embrace entrepreneurship and wholeheartedly pursue one's dreams and ideals. He encouraged individuals to take the leap early, learning from mistakes and remaining undeterred by setbacks. While cautioning against reckless spending, Ross advised including others on the journey to share experiences and build connections.
Ross highlighted several essential points for young people to remember.
First, he urged them not to lose hope and to maintain a long-term perspective. Rather than being consumed by present concerns, Ross encouraged them to lift their heads and look forward, envisioning what the world will look like in 5, 10, or 15 years and aiming to be a part of that future.
He found it remarkable that immigrants often see opportunities in Australia that locals take for granted, emphasising the importance of recognising and seizing them.
Ross also noted that Australians excel when working abroad because they have a knack for identifying opportunities that locals may overlook. This ability to perceive untapped potential is one of the reasons why travel is so crucial.
Furthermore, Ross stressed the need to understand the world's geopolitics, pointing out the rapid rise of nations like India and Vietnam and their significant influence on Australia's future.
While acknowledging China's ongoing importance, Ross emphasised the emergence of these countries as key players.
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.
