Monthly Archives: November 2008
What’s got me going this morning?
Well, as an Australian, I was interested to hear of the proposed merger between Qantas and British Air. Nothing new there – these sort of merger talks appear quite regularly. However, it got me thinking about the tarnished reputation Qantas has acquired lately. Once recognised worldwide as the world’s safest airline (those old enough to remember Dustin Hoffman’s famous lines about Qantas in “The Rainmaker” can attest), Qantas has slipped to an also-ran.
Not only is its safety reputation in tatters, service has also suffered. In July of this year for instance, their on-time performance was around 60%. Although they claim it is now 80% and sometimes 90%, this is nowhere good enough.
With staff being abused for the delays, no wonder they are in no mood to provide good service.
And then of course there are the planes, according to the SMH today, “on recent Macquarie Equities numbers, there are 237 planes in the Qantas fleet (164 owned, 73 leased) with an average age of 9.1 years. Nine jumbos are more than 20 years old. Rack that up against our regional competitors Singapore Airlines and Emirates and we look like Dad’s Air Force.”
Further, those numbers appear to include Jetstar. According to www.airfleets.org, the average age of a jet in the Qantas mainline fleet is 11 years.
What’s led to the downfall of such a once great company?
Blame must be laid squarely at the feet of the directors and senior management. Under the guidance of Geoff Dixon and co, over the last few years costs have been reduced whilst senior salaries and perks remained high.
This gets to the nub of my rant – the exorbitant salaries paid to senior executives. The recent economic crisis has highlighted the disparity in remuneration between workers and management in many companies.
But there is an answer, 20 is the magic number! Have a look at my recent article “20 is the magic number” to see my idea on how Peter Drucker’s idea that CEOs should only earn a maximum of 20 times the salary of the lowest paid worker.
Let me know what you think.
When did you last upgrade your car? Your home? Do you have flat screen TV or the latest Hi-fi, iPod or whatever latest techno-whiz available?
Plato (429BC) in The Republic, wrote about the problems of democracy, leading much of the population to seek unnecessary pleasures and the material goods which make these pleasures possible.
He suggested that this endless search for pleasure affects the kind of leaders that democracies produce – those that have difficulty mastering their desires. Further, he suggested that the most qualified leaders are unlikely to be chosen nor want to serve. And the leaders that do rise to the top, are unlikely to be motivated by concern for the common good, but rather in self-interest. Finally, he posited that this conflict between private and public interest is likely to be endemic.
Why should you partner with us?
Since our inception in 1995, we have always sought to provide the very best solution to our clients’ needs. This can only be done by having the best people apply their combined knowledge and experience to the project. We constantly look to partner with the best people in the world.
This process for us started in our early days in Australia when, as a small consultancy, we were awarded a training contract to outsource all of the training of one of Australia’s largest banks, the ANZ Banking Group. An integral part of this project meant working collaboratively with two partners – Deakin University (one of Australia’s premier universities) and Development Dimensions International (one of the largest training providers in the world).
Since then, we have collaborated on many assignments with both individual consultants, small and large consultancy firms.
Our projects have not only included training, but range across many organisational development fields. For example we have worked with others to:
- design corporate communication strategies (both internal and external) for the Sydney Football and Cricket Grounds, Olympic Swimming Complex (Homebush, Sydney)
- implement a new computerised signaling system for the NSW Railways
- introduced a Quality Assurance System for the grain fed beef industry of Australia
We pride ourselves on being innovative and creative when it comes to problem solving. So if you have an unusual client problem or challenge, call us for an obligation free discussion. We have offices in Europe and Australia and an extensive network of colleagues around the world.Read More
Coaching with the National Learning Institute
In addition to designing and developing learning processes for organisations, Bob Selden of the National Learning Institute regularly coaches managers to improve their performance and career prospects.
Managers, looking for some ideas or advice?
“Yes, I’d like to improve my management skills” If so, please contact Bob Selden for a no-fuss, obligation free discussion.
“I found Bob a very practical, warm and sympathetic coach. He was very flexible in moving between theory and experience. The work I did with Bob really helped set the direction for the next stage of my career.” Jean, Ireland
“Bob is a very experienced coach, who can really mobilize the you in you.” Pascal, The Netherlands
“Bob provided me with various practical tools. I can see in Bob the balance between the managerial and the analytical passions. In summary he was an outstanding coach for me.” Marwan, Dubai, UAE
“Bob helped me through his coaching in defining what I could work with. He also gave me some great techniques to use. Bob is very helpful and you really feel that he is there for you.” Jack, Denmark
You can email, phone or Skype me. I look forward to hearing from you.
Bob Selden.Read More
Why choose the National Learning Institute?
The National Learning Institute was specifically formed to help organisations develop the full potential that lies within their people resources. Since 1995 we have assisted organisations such as 3M, Volvo, Museum of Contemporary Art, Maytag, Zaxbys Restaurants, Department of Public Works and Services, and others to design learning processes that help their people perform to their highest level.
We have a philosophy of working in partnership with organisations to complete projects. So, each project is unique – there definitely is no “one size fits all” in our projects.
See our testimonials from clients, participants and colleagues to get a real flavour of both what we can provide and how we go about it.
What’s different about the National Learning Institute?
We believe (and our clients confirm) that we go the “extra mile” when working on a project.
Normally when we are first contacted by a potential client, it’s because they have a perceived training need. As we talk and work with the client in the preliminary stages, we sometimes find that the perceived training need is not necessarily solved by training – in these cases we will help the client (at no cost to them) to clearly define and enunciate, their exact needs. We may even assist them to find and select an appropriate consultancy that has the specific expertise the solution to their need requires.
If the client need is indeed training, we will jointly develop a project brief and agree contractual requirements. However, as our clients will tell you, in 99.99% of cases, we provide far more services than are called for in the contract. Our aim is to leave the client far better off than when we arrived.Read More
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