A Sustainable Leadership Model for the South Australian Defence Industry

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17 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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A Sustainable Leadership
Model for the South
Australian Defence Industry

Ensuring a sustainable industry together

Despite the vast
quantity of leadership books and literature available in the free world today, and the
active application of these principles right across the Defence Industry, consistency across the
programs run by organisations and the success of these activities has th
e potential to improve, and
improve the caliber of the Industry. South Australia has a unique advantage in a coordinated effort to
bid and win Defence work for the benefit of the state and the industries that call it home. This paper
proposes a sustainable

leadership model for the Defence Industry in South Australia that allows the
Industry to assess and target activities that strengthen the sustainability of leadership in the Industry.
The paper further draws the conclusion that Sustainable Leadership shou
ld be treated like any
significant strategic objective and draws the reader into the advantages to the Industry that come
from working to one shared vision.




Written by

Lee Rigano



Defence Materiel Organisation

John Battle



J&H Williams

Shane Evans


Rowlands Metalworks

David Matz



Nova Systems







A Sustainable Leadership Model for the South Australian Defence Industry


1

A Sustainable
Leadership Model for
the South Australian
Defence Industry

Ensuring a sustainable industry together

Introduction

In today’s society there is strong focus on the environment a
nd the necessary action
required to ensure that the world we live in, and enjoy today, is available for future
generations, the term often applied to this action is
SUSTIANABILITY.

The Oxford dictionary
[
1
]
defines Sustainability
as the act of being able to

be maintained at a
certain rate or level
. This definition can equally be applied to leadership, as it can be, to the
environmental eco system. Why apply such a strong term to the act of leadership?

The answer is a simple, without consideration of leaders
hip for sustainment purposes, a
successful
organisation

or industry will not be around in future generations, nor, will it be
capable of maximizing its potential. There is also a flow on effect to the individuals within
the industry, the community and the external

organisations

and industries that support it.
Empirical evidence clearly indicates a direct correlation that an organisations success and
wellbeing

is generally related to the leadership from within and there are certain prevalent
standout qualities upheld by these organisations that lead the way. Tak
e this leadership
away and what are we left with?




1

Oxford University Press, Copywrite 2012,
http://oxforddictionaries.com/definition/english/sustainable







A Sustainable Leadership Model for the South Australian Defence Industry


2



“S
ustainable leadership
cannot be left to
individuals, however
talented or dedicated
they a
re. If we want
change to matter, to
spread and to last, then
the systems in which
leaders do their work
must make
sustainability a priority.”
Hargreaves and Fink


It is no surprise that many successful organisations have targeted
leadership selection, provide leadership opportunities and
development programs to ensure the internal leadership values are
strengthened,

learned and managed. The organisations that do this
well
,

are the organisations that will endure regardless of the
challenges faced by the industry as a whole.


There are likely to be organisations within SA Defence who are
already doing this well and
some that have just been very lucky. This
is great for the organizations involved but what about a coordinated
effort for Defence industry as a whole?

Here in lies the premise.

By improving leadership at the organization level there will be a flow
on effe
ct to industry, much like the way at an organizational level
individual leadership improves the organisations presence, longevity
and
wellbeing
.

Hence,
if the

qualities and competencies relevant to leadership
sustainability are strengthened in a structured measured way across
the whole industry then the industry as a whole is likely to achieve a
greater level of sustainability as an industry leader.

This paper
explores existing models in sustainable leadership both
theoretical and those used in practice. It proposes a new model
specific to sustainable leadership for SA Defence Industry, based on
views expressed from a cross
-
section of some of the industry’s most

prominent leaders.

Most importantly the paper provides a real world view on how the
model can be put to use to support strategies for sustainable
leadership and clearly explains why this is important. It recommends
key actions that need to be taken by th
e industry to remain
sustainable well into the future, providing long term prosperity for
SA as the Defence State.










A Sustainable Leadership Model for the South Australian Defence Industry


3

Sustainable Leadership Models
.

There are a number of
established groups and organisations dedicated to research in the
sustainable leaders
hip space. However, many refer to sustainable leadership as something
specifically relevant to looking after the environment as opposed to industry prosperity and
longevity. For this paper the focus is on the models that are most closely aligned with the
e
arlier premise identified in the introduction (improving individuals, improves leadership).

These models include:

1.

The Australian Public Service model

2.

Benedictine University Model

3.

Sustainability Leadership Relational Model

4.

GE Business Model

5.

Sustainable Lea
dership and Management Skills Development Model

6.

Sustainability Leadership Pyramid Model


The Australian Public Service Model

The
Australian Public Service (APS) model

has a focus on delivering and review
ing

capabilities
through leadership.

This

model focus
es on leadership attributes being one of the
contributing elements to
capability
.

Benedictine University Model

This model was a good example of how leadership drives and grows a high performance
company, it explains how leaders across all levels lead with

their values and can influence
the culture of the organisation to optimise the organisations financial performance, ethical
practice, social contribution and environmental impact.

Sustainability Leadership Relational Model

This model
was based on the pr
emise

that growing the individual, team and organisation
build sustainable leadership. It
contained most of the traits
are

required to become a
successful leader
, it showed that sustainable leadership requires input from a large number
of areas from the in
dividual to senior levels of the organisation.


GE Business Model

The GE model

is based on the organisation seeking advice from the community, investing in
themselves and seeking investment from external
sources to

drive change and innovation
leading to growth & sustainability.
This model focus on specific actions that an organisation
should take to became more sustainable.









A Sustainable Leadership Model for the South Australian Defence Industry


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Application of
Existing
M
odels

Leadership models,
particularly those
focused at sustainable
leadership

address the
growth of an individual
but do not consider the
Industry growth in the
same manner, as an
entity that can grow as
well.


Sustainable Leadership and Management Skills
Development Model

This model defines a sustainability leader is anyone who chooses to
engage in the process of creating transformative change with others
aimed toward a sustainable future: economically, environmentally
and socially.
This model was a difficult model to inte
rpret into
practical use, particularly when applying to actions to undertake to
improve sustainable leadership.


Sustainability Leadership Pyramid Model

This model
is a hierarchical representation of key behaviors,
indicators and performance outcomes that
can be attributed to
sustainable leadership.

In respect to the Defence industry this
model applies to an organisational level and does not directly
translate into the next level.

Note:

Additional information on each of these models can be found
in Annex A
.


Some common themes were

present in each of these models both
positive and negative. However, when
applying

each
of these
to the
SA Defence industry for further

evaluation, they each appeared
to
be too open ended, op
en to interpretation, they becam
e over
ly
complicated to address strategic needs and were often pitched at
an intangible level of abstraction. Overall
this indicated

that
each of
these exiting models were

not practical for
a
SA Defence industry

context
.

From a best practices perspective, levera
ging off the research, the
model solution for SA Defence Industry Sustainable Leadership must
consider the specific needs of the industry, the key barriers to
success, exploitable areas and the current state of the society, the
environment and the economy,

above
all
else
,

be easy to
understand and apply.

Industry Needs

A small sample space of surveys and targeted interviews from
current prominent leadership within Defence Industry exposed
specific leadership traits and qualities that were clearly essential

to
achieve sustainable leadership. The interviews and surveys explicitly
targeted views on sustain
able leadership, what it means, barriers

to
success and what can be done to improve it. Additionally
,

the basic






A Sustainable Leadership Model for the South Australian Defence Industry


5

question set behind the surveys and interview
s leveraged off findings from existing research
that had relevance to Defence Industry.

The specific traits and themes from the research were translated into a set of leadership
growth competencies with specific relevance to sustainability of the SA Defenc
e Industry, as
well as being relevant to individuals, organizations and the community (Defined in Glossary
of terms
)
.

These include the following:

1.


Communication

2.


Relationships

3.


Growth and Development

4.


Opportunities

5.


Common Purpose

6.


Change

7.


Culture

The specific findings from the industry analysis for each of these are presented in the next
section along with a clear definition.

Leadership Growth Competency Findings

Communication

To support
sustainable leadership communication is about sharing ideas and knowledge,
delivering a positive message, recognition and working together to solve issues. It is about
fostering greater communications between the industry and its biggest customer, Defence.

Individual


Individuals must communicate positively

and
develop negotiation skills that
encourage win
-
win situations
.

D
evelop
ment of

skills in how to better apply methods of
communications available in today’s day an
d

age (communication etiquette’)

is an
other
important consideration
.

Organisation
-

Organisations must encourage open forums for communicating and ensure
their staff are given opportunities to develop communication skills by promoting
representation at public forums, courses and internal knowl
edge sharing and meetings.
Organisations must continuously assess employee views on communications and establish
action plans to act on any weaknesses.

Industry



at an industry level to improve sustainable leadership, organisations must be
able to communi
cate with one voice, collaborate, share ideas and speak of each other
positively. Industry representation needs to encourage input from industry through open
forums.

Community



From a sustainability perspective it is necessary to maintain and
communicate
a positive public image. Furthermore it is necessary to strengthen
communications with Government

and external stakeholders (such as the ADF).








A Sustainable Leadership Model for the South Australian Defence Industry


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Relationships

Relationships are about build trust and reflecting a positive culture enhancing our ability to
co
llaborate so long as the bond and trust is maintained. Good relationships between
individuals and organisations are what will drive an industry to sustainability.

I
ndividual
-

I
ndividual

leaders need to start building networks as early as possible, forging
relationships with individuals from both public and private sector and continuing to work on
them. They need to be open to feedback/ criticism, build confidence in others and move
aroun
d industry early on. The need to be interacting and maintaining relationships
continuously both at work and at home as well as demonstrate honesty, integrity, loyalty
and commitment and in
-
turn earn trust and optimised relationships. Most importantly have
someone they can confide in.

Organisation

-

organisations need to build a leadership culture that thrives on relationship
building. Having a common vision, mission, values and goals can help with relationship
building


in having an alignment of ideas + em
ployee alignment. Organisations need to
foster employee relationship building programs (cultivating good working relationships).
Strategies need to consider size and distribution of organisation but may include
conferences, opportunities to visit other off
ices, cross pollination through teaming on tasks,
opportunities to move around. There must be regular interaction amongst key leadership
groups within company, Wellbeing programs in place to look after wellbeing of workforce.
Strategic partnerships, allian
ces and Memorandums of Understanding are important.
Organisations need to ensure people leave on good terms and encourage them to remain
within the industry.

Industry

-

From an industry perspective relationship as a leadership competency is about
adjustin
g mind sets and encouraging collaboration over competition and sharing knowledge
with peers and partners. It is about building relationships with public sector, DMO, Local
Government and Federal Government, councils


Support from Government is necessary
a
long with positive political influence, working with Government not against.

Community
-

Relationships external to industry are of equal importance. This includes the
need to reach outward to give back to the public, form relationships with schools and
uni
versities.

Growth and development

Growth and development is
focus
ed

on
different methodologies of
training

and
development;
encouraging a new type of leader

to meet the needs of the industry now and
in the future.


It
is also applies to diversification, in
novation and growing of the organisation
and the industry.
To aid in their growth our future leaders must be able to make their own
decisions and live with the consequences.







A Sustainable Leadership Model for the South Australian Defence Industry


7

Individuals



Individuals must invest in themselves
,

in their health, tr
aining a
nd personal
development.

Growth is not only realised through formal training but also through the
experience of diversifying activities and being challenged, “getting out of the comfort zone”.

Organisation

-

Organisations must invest in its people across
all levels giving them the
chance to learn and sometimes fail without retribution if things go wrong.
Existing
Leadership within
organisation
s

need to consider the advantages of

assigning
mentor
s

in
leadership and encourage engage
ment

in organisational an
d community programs

along
with general leadership training. Leadership training needs to steer away from theory and
more so f
ocus on the hands on practical/
experience of others.

Industry
-
Industry
needs to

promote development programs and collaboration between
organisations to develop and nurture leaders between organisations and industry specific
issues.
Promoting innovation, look and take risks at new ways of collaborating for a benefit
to all. It provid
es an industry of choice to the limited talent pool.

Community
-
Community needs to work with

organisations and industry to
recognise gaps
with industry and work on bridging these gaps with training and education programs.

With
shared Growth and Development
comes the confidence and trust to undertake new scope.

Opportunities

A common thread revealed in interviews with Defence Industry Leaders in South Australia
was the individual stories of Opportunity. An opportunity might have been as simple as a
family m
ember that showed an interest in developing them, or the chance to lead a sporting
team, or get shown the way to talk to people. Regardless of the scale of the opportunity, it
was through these opportunities that the leader has the chance to develop.

With
out opportunities a leadership model is not sustainable as the current leaders may be
able to continue to excel but the next generation will not develop the skills to be the
successors to those leaders. Leadership opportunities may include an elected or ap
pointed
position, but it can also be serving on a committee or in some other decision
-
making group.
It can include learning about and experiencing something new and sharing that new
knowledge with others as well.

Individual
-

For the individual this is
taking opportunity when presented, providing
opportunity to others and actively seeking ways to innovatively share the chance to grow.

Organisation

-

For the Organisation this is developing leaders with a managed program
that provide
s the
opportunity to i
dentify potential future leaders then develop them at a
pace that is tailored to the individual abilities. It is important to note that formal training
only forms one part of the opportunity spectrum, other activities may include on
-
the
-
job
training, forma
l mentoring/coaching, networking or smart failure initiatives.
As an
organisation this also may be realized in expansion in to new areas and diversification of the
workforce.








A Sustainable Leadership Model for the South Australian Defence Industry


8

Industry

-

For the Industry it is working together to ensure that there are oppo
rtunities
across the organisations and outside of the commercial aspects of the industry, that
opportunities are identified, exploited for the benefit of all and above all else, managed.

Community

-

For the Community this is focused on the benefit to the
community where
assistance to provide opportunities may be less visible. By providing an avenue for school
children to get into engineering, project management or a trade, supporting equal
opportunity employment for women on boards, or even providing the s
upport to improved
transit routes to and from a community where the industry has a foothold.

These activities all provide an opportunity to someone that would not have had it previously,
this is all it takes for an individual or the members of the communi
ty to take that first (or
next step) on the leadership journey, which potentially will result in those developed
leadership skills being used in the Defence Industry.

Common purpose

C
ommon purpose

ensures that leadership is sustainable through a common purpose, shared
values and a clear mission or alignment of ideas.

If it is unclear what the outcome of the task/activity is, or what the core values are to
achieve it, effective Leadership is diffic
ult, nay impossible. This same view is evident across
all forms of leadership, whether it is at the individual, organisation, industry or community
level.

Common Purpose as not just a set of values and goals written on a piece of paper, but
used as a decis
ion

making tool.

Individual

-

For the individual this is ensuring ones core belief and values align to the
organisation and industry and there is no direct conflict on the values systems. An individual
that does not share the values systems of the Industr
y and what it is achieving, may find that
decisions are difficult to make.

Organisation
-

For the Organisation this is communicating a mission, vision and values that
are easy to understand and get behind. The organisation should not only use this work to

help decision making but should also use these core principles to validate and support
recruitment decisions. The organisation needs to ensure that the
staff understands

what the
organisation is trying to do, how it plans to get there and why it wants to
get there. With this
simple statements in place it relatively straight forward to validate if a decision or series of
actions will support the mission and whether the process followed the values of the
organisation.

Industry

-

For the Industry it is determ
ining the same set of principles but with a focus on
the common outcomes for the organisations that contribute to the Industry. This is a much
more difficult piece in the model to fulfill, as it requires organisations that are directly
competing for the sa
me work to share a set of high level goals and values. All though this
sounds impractical and unachievable the key to establishing these, is to focus on the
common ground that will support a strong industry, that is not in conflict with competition.
The po
wer of an Industry working together for a common outcome should not be






A Sustainable Leadership Model for the South Australian Defence Industry


9

underestimated, particularly in the defence industry where there is typically a one customer
interface.

Community

-

For the Community this is sharing and getting buy
-
in to the values
and
purpose that the Community can endorse. As our definition of community includes
Government agencies and the ADF, the common purpose of the industry need to directly
support or contribute to the common purpose of the Community.

Change

Change relates to

a leaders ability to reacting to change, preparing for change, focusing in on
change that matters. It is about the art of leadership through difficult times. It is about
shifting social, economic and environmental challenges.

Individual

-
Sustainable leade
rs must be open to change, striving for innovation & creative
decision, encourage and use initiative, having a big picture understanding, forward thinking,
being willing to share leadership experiences and positive promotion of ideas.

Organisation
-

at the

organisation level, executive management needs to be able to deploy
a sustainable leadership group and not be afraid to change leadership representation from
time to time to support the current sustainability challenges. Senior executive leaders need
to p
repare and react to change paddling the wave vigorously, anticipate the waves and be
ready to ride the wave. Organisations need to measure trends early and regularly and adapt
to change fast. The most apparent change management tactic and Organisation can
deploy
to enable growth and adapt to change is through diversification, perhaps something for
consideration at the industry level.

Industry

& Community

-

From an Industry perspective, change management therefore,
becomes all about collaboration to drive a
nd influence change with leadership support from
the community and a national view to encouraging and promoting innovation a global image
linked back to a single point of focus or vision. To drive industry change the right type of
leadership representation

needs to be in place to suit the economic climate.

Culture

T
he culture within an organis
ation is very important, playing a large role in whether it is a
happy and healthy environment in which to work.
Defence comes with an existing

culture
that drives be
haviour; t
he culture of camaraderie, mateship,
contributing

to the security of
the nation.
In terms of Sustainable Leadership, these traits heavily influence the type of
person and organisations that are drawn to the Industry.


Individual
-

Culture for indi
viduals is made up from the persons upbringing, and beliefs, this
can be influenced by things like political beliefs, religion, peers, education, previous
employment and

family values. Individuals will normally seek employment within an
industry that refl
ects their cultural beliefs
.

The individuals must

have alignment with the
core values of the Industry.








A Sustainable Leadership Model for the South Australian Defence Industry


10

Organisation
-

Organisational

culture comes from the direction of a company and its
leaders, they can be influenced from the sector where the business gets it work from, its
employees, technology, unions and, government policies
. The
organisation needs to have
values that are aligned
and supportive of leadership growth and sustainability.

Industry
-
C
ulture in industry
to support Sustainable leadership needs to be focused on
collaboration, non
-
competitive behaviors, and the other aspects of the other leadership
competencies.

Community



Culture within a community comes from its people that live and work in the
area, some of things that can influence the culture within the community come from the
feeling from the people within the community and their historical ties with area.
To suppo
rt
Sustainable Leadership it is sharing and promoting the values with the community, pride in
what the industry is achieving.


Sustainable Leadership Competency View

Each of these leadership competencies form a vital element of a sustainable leadership
mo
del linking back to the premise that by improving sustainable leadership qualities,
industry in turn will reach greater precision in remaining sustainable
.

If we consider the
targeted groups where action must occur as the
Individual

(Self), Organisation,
Industry and
finally community (the
definitions

of which are
continued

in the Glossary)
we can apply the
aforementioned

Leadership competencies across these “groups”.
This is represented for the
purpose of this paper in figure 1.







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11


F
IGURE
1

-

S
COPE OF
I
NFLUENCE WITH
L
EADERSHIP
G
ROWTH
C
OMPETENCIES
(B
I
R
DS
E
YE
V
IEW
)

Whilst it may not be clearly apparent in figure 1, the four concentric circles are in actual fact
a cone shape, such that when viewed from the top, one exists inside the ot
her. When
viewed from the side each of the “groups” are supported by the next scope of influence.


The Foundations of Sustainability

To establish a model on the basis of sustainability there is a need to understand what things
define/ control the level of
sustainability that may be reached. These are things normally
outside industries control that have global influence. There are limits to how sustainable an
industry can be and SA Defence industry needs to be cognisant of these, but there is also
room to ex
pand these boundaries. The most important thing is to take maximum advantage
of the constraints industry has to work with. These constraints form the foundations or
context from which industry need to work with to remain sustainable and include the
overlap

between current and future state of the Economy, Society and the Environment,
figure 2.









A Sustainable Leadership Model for the South Australian Defence Industry


12



F
IGURE
2

-

F
OUNDATIONS OF THE
L
EADERSHIP
S
USTAINABILITY
M
ODEL


Economy

Industry and organisations must be able to offer a product or service while maintaining their
economic profitability from the revenue rose from doing business. Successful companies are
continually evolving the development of their people and embracing tec
hnology, giving them
a relative competitive advantage and value. This advantage intern delivers returns to the
business, provides sustainable employment, which helps build the industry and support its
surrounding community.
The stability and appetite to ch
ange strategic direction of an
industry are heavily influenced by the economic conditions; this equally applies to the
application of strategic view on sustainable leadership.

Environment

Industry and organisations must ensure that they consider their act
ions and operations are
sustainable and not undermining its own or the broader natural environment. For a
sustainable future we must remember that natural resources have a finite capacity either for
exploration or as sinks for pollutants.

As such, when th
e environmental context is applied to
Sustainable Leadership the resources that make up and contribute to the industry namely
Money, Time and People have a finite capacity for poor leadership and misuse.

Society

Organisations must consider the community a
nd their industry in a broader social context
and how they interact with each other to ensure long term prosperity. Organisations need
ECONOMY

SOCIETY

ENVIRONMENT







A Sustainable Leadership Model for the South Australian Defence Industry


13

to support their employees, community and industry at every step of the value chain
ensuring long term sustainability.


The Fundamental Pillars of Sustainable Leadership

Within the constraints of what is sustainable (foundations) there are certain strengths and
weaknesses that exist within industry that impact our ability to improve and uphold those
sustainable leadership t
raits, that ensure the industry can remain sustainable. The
weaknesses are often referred to as barriers to success and the strengths as competitive
advantage. When combined they represent the pillars of sustainable leadership.

Depending on the
sustainability needs arising from the model, a weakness

may become a
strength and vice
-
versa.

For the purpose of the model and this paper it was clearly evident both in theoretical
research and assessment of industry perspectives that the pillars most crit
ical to Sustainable
leadership of the SA Defence Industry include:

1.

Money

2.

Time

3.

People

4.

Administration

5.

Infrastructure

6.

Location

Money


Money is the available funding needed. This can

be strengthened by getting buy
-
in from
industry and this doesn’t have to be a

financial investment, by people supporting ideas and
volunteering their time or venues this pillar instantly becomes stronger due to the less
financial support required.

Time

Time is the amount of time needed

and the time act (urgency)
. This is commonly

something
that most people and organisations would say there is not enough of in the day. This pillar
will grow stronger as the people and administration pillars grow. This pilliar can be
manipulated by using the power of shared knowledge and
a
diverse te
am to leverage the
benefit of not repeating effort across an industry, the time of one resource can benefit
multiple organisations instead of one, the productivity contribution of that one resource has
a multiplier effect.

This additionally supports a redu
ction in the time budget.

People

People is about having the right people in the right job and more importantly having people
with a common vision.
W
ithout the right allocation of the third part of the resource trinity
(time, money, people) the model will n
aturally consume more of the other elements to
achieve the same outcomes.







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14

Administration


Administration is a person or group of people to manage or direct an action or activity.
Having a strong administration pillar means you have the resources to be abl
e to continually
communicate, review, facilitate and coordinate. The pillar that keeps the “drum beat” of the
sustainable leadership activity.

Infrastructure


Infrastructure provides the home of the system. The basic facilities, services, and
installations

needed for the functioning of a community or society.

Location


Location is the geographic location
where the Sustainable Leadership

activities are
conducted.

An example of this is diversity of location drives financial needs to support travel
and the time required to undertake the trave
l, it also requires additional

admini
stration
effort to coordinate a

group operating in diverse locations.

The Sustainable Le
adership Model

The competencies, foundations and pillars are all arguably critical elements to sustainable
leadership that on their own offer limited value to industry. By considering the relationships
between each element and bringing all elements into a
singular combined view, a clear
picture is formed for what a sustainable leadership model for SA Defence industry is likely to
look like.

This includes the foundations as the base , pillars as the constructs that up hold sustainable
leadership and stainabl
e leadership competencies flipped on its side as the roof as per figure
3.







A Sustainable Leadership Model for the South Australian Defence Industry


15


F
IGURE
3

-

L
EADERSHIP
S
USTAINABILITY
M
ODEL


Sustainability Model 101

There is great power in having a holistic view of each of the model elements as per figure 3,
but there is
also still value to be gained by looking specifically at the roof from above as per
figure 1.

For instance the roof can be used in a two
-
dimensional sense (Figu
re 1) by an individual, an
organis
ation, an industry and the community to assess and to identify

areas where they may
wish to concentrate additional effort. Simplistically
,

in this mode, the model can be used to
grade how well each of the leadership growth competencies are being fulfilled across the
scope of influence, “how round is the wheel”. Once

this is done
,

and if it is done correctly
,

there is
a
baseline to work from and measure progress.

The next step is to look at activities that may help on improving these sustainability
competencies, and then assess each of these against the known state of

each pillar (Figure 3)
in terms of exploitable strengths and barriers to success, in consideration of the current
status of the foundations. The intent here is to strengthen the pillars as much as possible
and continue to push the wheel outwards in it’s
the intended focus areas to achieve an
overall greater level of sustainability. With regards to the context that needs to be adhered
to, the pillars provide a means for testing the actions and the foundations set the thinking.

The outcome from the model ta
kes the form of actions. Each action considers the
Sustainable leadership needs to be targeted for improvement, and how the solution can be
achieved most effectively in the here and now.








A Sustainable Leadership Model for the South Australian Defence Industry


16


Immediate Actions

Whilst having a model for sustainable leadership

is advantageou
s to target what is required
to

remain prosperous, there are a series of immediate prominent clear actions that the SA
Defence industry can take that will provide maximum coverage of
the
leadership
competencies

from industry out to community
.
These actions are

considered to be key
drivers and

the bac
kbone to sustainable leadership needs,
derived from the model.

These “backbone” actions include:

1.

Establishment of a single voice for industry

2.

Encourage co
-
operative not
-
for
-
profit collaboration

3.

F
acilitate the growth of Centres of Excellence

4.

Establish and role out a series of immediate programs including but not limited to:



Mentoring



Emerging Leaders Group



Well
-
being seminars



Training



Targeted forums

Additional information on each of the
se actions, including impact on pillars and coverage can
be found in Annex B.

Key Actions or Framework?

It is obvious that the aforementioned actions essentially either represent aspects of what is
likely to become a leadership sustainability improvement f
ramework for SA Defence industry
or require a suitable framework to be in place for them to actually be rolled out to industry
in a coordinated manner.

Additionally, without a framework how can the model be put to use?

It is envisaged that based on the bac
kbone actions the essential elements of the framework
are likely to include Not
-
for
-
Profit Collaborations, a Strategic Leadership Sustainability Group
and Centers of Excellence (CoE’s).

Not
-
for
-
Profit Collaboration Cells (NFPCC)

have already been successfully set up in the
UK. CFMS (www.cfms.org.uk) is an example of an independent, not
-
for
-
profit organisation,
committed to accelerating the delivery of more intuitive and powerful simulation
-
based
design processes drawing input fro
m industry participants. An NFPCC for SA Defence
industry, needs to be focused on improving elements of industry best practices and is must
be sponsored by organisations within the industry for the industry. Either an area SA






A Sustainable Leadership Model for the South Australian Defence Industry


17

Defence Industry need to stre
ngthen or an area which SA Defence Industry may be good at
already but want to be “the world’s best” to attract national and global clientele and remain
sustainable. An example of an area SA Defence Industry may choose to focus may be
Systems Assurance cov
ering safety, security and reliability at both a software and systems
level. The NFPCC being a not for profit capability will need to ensure that the improvements
are shared with SA Defence Industry. The incentives for participant organisations who
sponsor

the capability is such that they are first to see the benefits of the collaboration
activity.

The Strategic Leadership Sustainability Group

is simply a core body as the voice of
industry on Sustainable Leadership, responsible for upholding core vision, mi
ssion, goals and
objectives, responsible for roll out of specific Leadership sustainability programs, driving and
influencing change, looking after the industry and individuals and families within it. The
Strategic Leadership Sustainability Group must aspi
re to reach levels similar to those that
now exist within the Silicon Valley. The Silicon Valley Leadership Group (SVLG) was founded
in 1977 (formally known as the Silicon Valley Manufacturing Group) and was set up to act as
one proactive voice for Silicon

Valley Businesses. Since being established it has helped
industry deal with sustainability challenges and leadership presence (http://svlg.org/).

Centers of Excellence (CoE)

is essentially strategically located capability focusing on a
specific Defence ca
pability area


e.g. Maritime
-

Port Adelaide, Innovation


Mawson Lakes.
The CoE needs to be located near suitable facilities, surrounded by the right demographic,
made up of appropriate community infrastructure to attract individuals, it needs to include
CoE related training facilities, be supported by organizations most relevant to the CoE. The
CoE must be structured to support collaboration and knowledge sharing. Arguably these may
exist but essentially what the framework suggests for CoE’s is a series o
f Hives spread
throughout SA in carefully selected locations with room for expansion.

SA Defence Industry Leadership Sustainability Strategic
Plan

There is clear evidence in this paper that a model requires a framework to ensure it
functions and that a com
mon language and assessment methodology helps communicate
between organisations, individuals and the community. It is also clear
,

that the same model
can be used to help derive what this framework may look like. However, there is a deficiency
regarding ho
w the model may be used for strategic intent. The answer is once again obvious.
To enable the model to become a strategic tool for industry, it must be applied to the
development of a strategic plan.

A SA Defence Industry Leadership Sustainability Strategi
c Plan will ensure the role out of an
industry framework and delivery of a series of programs derived from the sustainable
leadership model. Without a strategic plan the model is just a model for assessing pillar
strength and status of sustainable leadersh
ip qualities
,

and exploring options for improving
t
hese. The strategic plan

is required to give the model a well thought out tactical edge.







A Sustainable Leadership Model for the South Australian Defence Industry


18

Without a strategic plan for sustainable leadership the model presented within this paper
will lose its way. Additi
onally without a supporting framework for the model there is no way
of ensuring the model will be able to implement actions that align with a strategic direction.

In light of this intertwined relationship between model, strategy and framework it is clear
t
hat for SA Defence industry to continuously improve sustainable leadership strategically
through the use of a model all 3 elements have a part to play. More specifically, the
existence of a strategic plan for sustainable leadership is a key recommendation
for this
paper, it is the glue that upholds the models reason for existence. Hence the reason requires
additional attention in terms of identification of a suitable entity to develop the plan (who),
essential content (what), implementation (how) and plan r
oll out (when). These have been
embodied into a set of sub recommendations as per below:


Who



The Strategic plan needs to be developed by a group of driven and experienced
industry leaders that care about the outcome. This must be people willing
to
represent industry, preferably current influential trusted leaders within the industry
with existing strong networks and relationships. Preferably a panel of 4 maybe 5
level 5 leaders
[
2
]
from Defence industry with strong existing ties back to
Government (Preferably across all sectors of Defence (Air, Land, Sea, Other)).



The

group needs to be supported by SME’s with diverse skill sets (not necessarily
from Defence). This must include people from the Transport sector, civil sector and
people from within the legal community and potentially influential leaders across
these domai
ns.



It needs a Facilitator, preferably an independent body either funded by industry or
through state government (this needs further independent monitoring).



Everyone within industry is a Stakeholder and should have an opportunity to
cont
ribute through survey and open forum perhaps at first draft submission.



It needs to be kicked off as a Defence SA Initiative.





What



The

plan needs to include a common vision and mission for sustainable leadership.
Buy in from industry on this is paramount to success. The plan is to include a
Roadmap/Plan of immediate and long term actions derived from the model to
strengthen sustainabilit
y pillars and improve sustainable leadership qualities within
industry. The road map needs to be cognisant of future trends, technological
change, population growth, resource availability, competing industries, economic
challenges and must allow for the un
known.



The plan needs to set a concise set of goals for industry from achievable through to
difficult. The plan must have the ability to measure and communicate outcomes.




2


According to Jim Collins A level 5 leader
is someone who embodies a “paradoxical mix of
personal humility and professional will.”







A Sustainable Leadership Model for the South Australian Defence Industry


19



The

framework needs and roll out of various immediate programs needs to be
factored into the plan.



The developers of the plan will be required to explore the model to derive further
tactical actions relevant to sustainable leadership.


How



Some initial marketing is required to make industry aware and attract industry
attention. There will be no need for direct financial incentive. The intent is to attract
those people from within industry with a passion to get involved. There will be a
payof
f for industry as a whole once the plan is operating, the benefit is in the shared
risk, the shared resource contribution and the leverage off the combined
contributions.



Prior to formulating the group, legal advice may need to be sought to discou
rage
competitive behaviors and hidden agendas through a well
-
defined code of
ethics/conduct.



The plan is to be developed through the facilitating independent body.



The Most important thing for the group up front is to establish a common
vision and
mission for industry.



It is expected that organisations sponsoring the activity, will provide the facilities to
develop the plan.

When



For this concept paper it is proposed that Defence SA
as

South Australia’s
lead
government agency for all D
efence matters and the nation’s only stand
-
a
lone state
defence organisation be

the coordinating
body for
the development of the plan as
early as Jan

13, establishing an independent body and engaging industry interest
with the intent of a having a fully functional Strategic Leadership Sustainability
Group in place by Jun 13 with all legal formalities sorted.



The

draft of the strategic Plan should be submitted for industry input by November
13 with the final being released by March 14.



Given that it is a strategic plan, both the draft and final must be considerate of
sensitivities that affect a competiti
ve edge, political unrest and negativity from the
media.



The role out of immediate programs and additional framework elements can
commence shortly thereafter in accordance with an agreed plan.

Key Recommendations

In summary the paper makes the
following key recommendations:







A Sustainable Leadership Model for the South Australian Defence Industry


20

#1 Key
Recommendatio
n

This paper recommends
that Defence SA initiate
t
he Implementation of a
Strategic Plan specific
to
Sustainable
Leadership

for the SA
Defence Industry
.



1.


The Implementation of a Strategic Plan specific to
Sustainable Leadership
in the SA
Defence industry,
initiated by
Defence SA.

2.


The need for a framework to be developed, implemented,
improved acknowledged and managed.

3.


The use of the sustainable leadership model to
stimulate
and provoke thought with regard to actions that will deliver and
enable measurement of sustainable leadership for Defence
Industry.


Conclusion

The creation of the model focused on the notion that better
individual leadership within an organisati
on improves organisation
leadership which in turn improves industry leadership with the
community also receiving benefits. Hence, by improving leadership
qualities relevant to sustainability Industry will achieve sustainable
leadership. The model noted tha
t there are some barriers to this
and identified several pillars, some weak and some more
exploitable than others under certain conditions. The model based
the foundations on the piece of the pie where the current social,
environmental and economic situati
on overlaps.

The model was built to enable the user to understand the current
situation, and look at ways to derive actions that help strengthen
pillars and improve leadership qualities most relevant to
sustainability.

The model therefore provides industry

with a tool that can be used
to identify a series of actions that enable an industry to exploit
strengths, strengthen weaknesses, improve leadership qualities
relevant to sustainability taking into account the reactive and
influential aspects of the curre
nt socio
-
enviro
-
economic state as the
concept paper questions asked.

But from a strategic perspective the effectiveness a sustainable
leadership model must be supported by a common vision for
industry that is upheld in a strategic leadership sustainability

plan,
backed by a framework and cleverly crafted model driven actions
with well
-
defined outcomes.

Only then will we have long term prosperity!

Glossary of Terms








A Sustainable Leadership Model for the South Australian Defence Industry


21

Acronyms

ADF

APS

CoE

NFPCC

SA

SVLG

SME

Australian Defence Force

Australian Public Service

Centre of Excellence

Not
-
for
-
Profit Collaboration Cells

South Australia

The Silicon Valley Leadership Group

Small to Medium Enterprise



Definitions

Community

Fed, State Local Gove and General Public/ Community organisations.

Industry

SA Defence
Industry encapsulating Suppliers, SMEs and Primes.

Organisation

A Company, an SME, a Prime, a group of people under one employer.

Self

The self is defined as the individual.