Despite the prevailing ‘leadership’ paradigms of the last 40-50 years of ‘win-at-all-costs’ profit maximisation, command-and-control, and the cult of celebrity CEOs, that haven’t been good for business sustainability, or the wellbeing of employees, suppliers, customers, communities, and the planet, it’s deeply satisfying as both a long-time advocate for human-centred, sustainable business practices and a Cats supporter, to see the Geelong Football Club (GFC) not only win another premiership but choose a different model to do so.
A model that values a human-centred, inclusive, community-minded, and respectful culture.
A model that includes and values the contributions made by all sorts of people making diversity the norm.
A model that works in collaboration with people finding innovative ways to deliver results and stay at the top echelons of the market over the short and long-term, despite a system stacked against them.
A model that encourages servant leaders and wonderful role models, like Joel Selwood, who are dignified, gracious and courageous. Leaders who are about WE not ME; putting others first by caring for their team and the whole community.
This post isn’t just an excuse for me to feel all warm and fuzzy about our premiership win. It’s a case study that shows the positive impacts of combining good strategic and economic management with the clear purpose of making a difference to deliver better business and societal outcomes now and in the long term.
The Geelong Football Club, at least for the last nearly 20 years, has truly embraced and modelled a human-centred approach in how it operates and performs. You can see it in the results, you can see it in the people – team, staff, sponsors, and supporters – and the happiness, commitment and selflessness that exudes. You can read about it in the media as seasoned journalists unpack the success of the GFC and marvel at its ongoing success. The culture is infectious, creating a gravity that draws people to it for all the right reasons.
Creating and leading human-centred teams and cultures is very good for business, but it doesn’t happen by accident.
Human-centred leadership makes success happen with people, not despite them.
Human-centred leaders realise that supporting their people and nurturing a healthy culture and community isn’t a distraction from business goals––in fact, it’s deeply strategic and leads to better business outcomes.
Taking the road less travelled and embracing strategies and practices that focus on bringing greater humanity in the way we lead, manage, and grow our people, care for customers, supporters, and communities makes all the difference.
Go Cats!
Credit: Image taken from the Album of the Geelong Football Club of the 2022 Grand Final. Photo taken by Daniel Pockett, AFL Photos.
Remember everybody lives by selling something.
Stories from the field:
I FOUND THE FS!!!
I had a business case presentation this afternoon to take a pilot client to full roll out and I opened with WWW. The Director and Head of Retail paused, looked at each other and then spoke openly for the next 10 minutes while I took notes.
At the risk of turning it into TLDR, the result is a $84K deal being drawn up and a full roll out before Christmas.
Thanks for your session, wisdom and concepts – came at a perfect time for me and definitely is already being put to good use and helping me shut up and listen.
Related topics
An Antidote to Corruption: Human-centred Business & Sales
Sales – the new team sport
A year ago
Personal Care Sector supporting society’s wellbeing
Three years ago
How should I assess a sales recruit?
New Article Email Notification