Name: Bryan Vadas

Title: Director

Organisation: IME Masters (Australia) Pty Ltd

I often get asked, "What is it that you do"? So here is an outline

*Time Masters. Organisations often want to implement change but are busy doing their “day job” & don’t have the experience or focus to facilitate change. We offer strategic planning, review, & project management & remediation. We are experienced in business transformations in Retail, Manufacturing, Mining, Government, IT, Marketing, Franchising, & Commercialisation.

As we help companies define, clarify, & expand, we have also developed training modules like OpPoRTuNiTY $ Selling, & Program Management, and Contro,l, which we regularly deliver to companies with a desire to improve. We have started businesses & have had successful exits.

We totally understand every step of the business life cycle.

From huge multinationals to tiny startups, we have worked with businesses of all sizes and cultures

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Bryan's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Involve them early, keep them involved during the journey, provide vision and leadership, inform them early of changes, and deliver on your promises.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision, for me, describes what the business aspires to achieve in the future. It's a long-term goal that guides the company's direction.

Mission, on the other hand, defines the purpose of the business and what it does on a day-to-day basis. It's focused on the present, explaining why the company exists and how it serves its customers, employees, and stakeholders.

In short, the vision is about where you want to go, and the mission is about what you're doing to get there.

3. How can a leader empower the people they're leading?

There are a number of parts to this -

* Hire well and to a clear purpose and brief, then onboard people correctly.

* Delegate responsibility and allow team members to take ownership of projects and decisions.

* Encourage growth by offering opportunities for skill development, training, and career advancement.

* Listen to them and value their input

* Recognise achievements and celebrate success

* Foster a culture where people feel comfortable taking risks, sharing ideas, and making mistakes without fear of punishment.

* Lead by example and demonstrate the expected standards around integrity, work ethic, and a positive attitude.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I've been blessed to have had some work-class business people mentor me along my journey. I was able to be exposed to high-level business scenarios from an early age, and have always been encouraged to back myself. Not least of this has come from my current business partner, who has always pushed me beyond my comfort zone to realise my capabilities.

One time, I was doing a major piece for a mining project worth some billions of dollars, and struggling in the early days. My business partner called to ask how I was doing, only to hear a (rare) whinge from me as to how tough it was. His response? "Harden up, Princess". At the time I felt embarrassed, but realised it was the best advice he could have given me - the believe in and back myself. A piece of advice I have since used often (but perhaps with a little more empathy and subtlety in delivery).

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I set really clear goals, both short and long term. This is part of the strategizing to give initial direction and impetus.

I then break these down into tasks, prioritised to ensure that the critical tasks get done, and then the important ones (everything is important, but some things are critical). This is how the strategy turns into execution.

I manage time well to ensure there is a mix of work and rest to maintain energy levels and prevent burnout.

Along the way, I constantly track progress to ensure I stay on course and adjust strategies if needed.

And if I then need to change, change fast and move on.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I always get the mission and desired outcomes clear in my mind. I review what I know and what information I need to gather. I develop a plan and bounce this off trusted sources. I then plan the steps into a logical sequence with timelines against them and clear desired benchmarks. Once underway, I constantly review and maintain a flexible mindset to ensure that if change is required, it is implemented quickly and effectively.

7. What advice would you give to a young leader who is struggling to delegate effectively?

I'd explain to them the importance of delegation, and the difference between "delegation" and "abdication" (something I have often seen leaders get wrong in the business world). I would ensure they have a plan and the supporting tasks so they know what to delegate and to whom. Choosing the right people for the right task and empowering them is paramount. Then, allowing them to get on with it with the right amount of timely review, support, and feedback will see them thrive.