"We help raise the consciousness of leaders to the power of collaboration for success and survival."


Success - we help you foster people's desire to do good work.


Toyota is a wonderful example of a large organisation that has understood the importance of desire, amongst other things, as a motivating force.  Each year approximately 2,000,000 suggestions come from its 280,000 strong workforce, an average of eight suggestions per employee per year, most of which are implemented.  Very few suggestions are big like “let’s build a hybrid car”.  Some suggestions have to do with the best time to hold a meeting or how best to keep people informed.  People want to work for Toyota and they make a personal commitment to the organisation.  That commitment is reciprocated and every employee is empowered “to do the right thing”.   For example anyone has the power to shut down the assembly line if they detect a problem.  Can you imagine such personal authority in your organisation?

It is interesting that Toyota employees around the world develop the same attitudes to their company, regardless of whether they are Japanese, European, American or Australian, a baby boomer, a generation X or generation Y. 

Researchers have known for many years how to maximise desire.    The rules seem simple enough.  Create workplaces where respect for the individual is high, develop a sense of team, and give people responsibility over their work.   Douglas McGreggor called it “Theory Y” in his book “The Human Side of Enterprise” published in 1960.   Over the last 50 years alongside a burgeoning research industry that confirms these findings we have seen the development of a huge industry of business schools turning out MBA graduates as well as the emergence of countless management consultancy firms offering advice.  

Given what we know and the resources that have been put into management development you would have thought that most organisations would have mastered motivation.   But this isn’t so.   Several large surveys published over the last ten years have shown that commitment is only mediocre in most large US organisations.   Sirota, Mischkind, and Meltzer in their 2005 book ‘The Enthusiastic Employee’ analysed surveys from 1.2 million employees from 52 primarily Fortune 1000 companies.   They found 95 percent of employees are excited about their work when they are first hired.  But by the time the honeymoon is over, 9 out of 10 companies found significant declines in employee morale with a negative impact on performance.

Most organisations haven’t succeeded in moving their employees from duty to desire.  That’s one important reason why Toyota will shortly become the largest car manufacturing company in the world.  

With this in mind, we at Leadership Australia, put high priority on helping our clients develop insights, frameworks and skills to work with their people to generate an enduring desire to do good work.