Inspiring, Involving & Engaging Our Leaders

1. Inspiring, Involving & Engaging Our Leaders Matt Clement HR & Corporate Communications Manager

2. The Fairbrother Group • Founded by RT & DJ Fairbrother in 1973, Royce managed operations, Thea managed administration • Royce studied his competitors, copied and then learned to outplay them at their own game • People really are the company’s greatest asset – “none of us is as smart as all of us” • Vision and Values • In 1975 Fairbrother employed just 8 employees. Today we employ almost 450 people across 6 divisions, in 2 states and in a multitude of trades • Turnover - approx $105m, recognised as an Employer of Choice, accredited to best practice standards, strong brand

3. Commercial building construction and joinery manufacture and fit-out services throughout Tasmania and mainland Australia Building management services including programmed & preventative maintenance and minor capital works Heating, ventilation, air conditioning and refrigeration services throughout Tasmania Commercial building and construction in regional Victoria Prospecting for in-house development opportunities Shared corporate services to the Fairbrother Group

4. Our Leaders • A large proportion of our leaders have been promoted from within • Many leaders have been promoted on the basis of technical competence • A wealth of knowledge & experience exists within our business • The ageing workforce, skills shortages and generational factors are an issue for our leaders • Our leaders place a high value on training & development

5. Building a case... • We looked at what others were doing – globally not just locally • We considered our own experience of leadership development • We invested in our own development as facilitators • We considered the fringe benefits: talent management, succession planning, etc "It is essential that we have a culture of values-based leaders with integrity and passion to set a vision, to inspire their organizations to align around that vision and to nurture greatness in those around them." William C.Weldon - Chairman and CEO Johnson & Johnson

7. Our Investment

8. Lessons Learned...

9. Taking stock... 20 • We had a go and we learned a great deal • Internalised development still the way to go • External development has its place • Involvement of key leaders in facilitating the program is critical • The program needs to address individual skills needs • The time commitment needs to be balanced with the pressures of the job • Participant selection – the Pareto Principle 20 20 20 20

10. Building Leaders Mk 2!

11. Summary – 4 Key Points • Leadership development is essential • Internalise the process – involve, inspire & engage your leaders • It’s an iterative process – don’t expect instant results • Remember the ‘Pareto Principle’

12. Inspiring, Involving & Engaging Our Leaders