Donald JessepOne of 6 CPF (certified professional facilitators) in New Zealand.
There are 4 ways I can help you as a business owner or team leader;
- Facilitating conversations that help your team be absolutely clear on what you want them to create. So clear that people want to engage. They become excited.
- Facilitate group conversations that help you organise your people so everyone is absolutely clear on their responsibility, they have a clear vision of what they are building and are living a common set of values.
- Facilitate certainty and alignment with your managers and team members.
- Facilitate the attraction, induction and collaboration of senior team members.
Yes I have a degree in business management. Yes I have owned numerous businesses over the past 30 years. Yes I have worked with companies like Air New Zealand, ANZ Bank, ASB Bank, Telecom, Rentokil and hundreds of smaller businesses. But it's not about any of that. It's about real conversations that help people accept the truth about their situation so they have a sound base from which they can 'see' a brighter future. When we can clearly see a brighter future we are inspired and take action.
A broad work and life experience enables me to connect with people in a wide range of business situations and ask the right question so people accept greater responsibility of behalf of the team. Leadership is about empathy and then asking the right question so people visualise an inspiring goal and the action that they need to be take.
Simplicity is the key. As the business environment becomes more complex, responding to challenges with more complexity is destined to increase stress and ultimately failure.
Everyone is capable of achieving greatness and everyone will act to give themselves greater comfort. A leader only has to harness these facts and courageously show them how they will be more comfortable if they are prepared to pay the price.
If people do take action which improves a situation we have leadership.
If people act to improve a situation under the influence of someone who has no 'title' power, we have natural leadership, which is always the most potent form of leadership.
Chronicle of work experience
2013 - Certified as a Professional Facilitator by the IAF (International Association of Facilitators)
2005 - current: Facilitating leadership in business working with the vision holder, the owner, CEO and senior leaders in Engineering (traffic optimisation) Medical (general practice) and General Business.
2007: Wrote the book "Achieving More Doing Less"
2000 - 2005: Business coaching, small businesses, seminar presentation, team facilitation
1999 - 2000: Business analysis for an ecommerce developer
1997 - 1999: Owned a business called "The Lounge Suite Factory". 13 staff, two retail outlets, manufacturing bespoke lounge suites
1995 - 1997: Door to door sales and established a toll carrier agency
1990 - 1995: Owned a business called "Translegal", with agents all around the world serving court papers, tracing miscreants and inquiries in support of High Court litigation
1986 - 1988: Sales for Ansett NZ (Achieved highest closing rate) and sales and marketing a debt collection company (Increased turnover by 90% in one year)
1986 - 1988: Business development with Kiwi Harvest Auckland, a horticultural marketing organsiation that did not survive the 1987 share market crash.
1978 - 1986: Farming the family farm in Canterbury
1975 - 1977: Completed a B Ag Com (Eco) from Lincoln University majoring in management and marketing
1970 - 1974: St Andrews College, Christchurch, boarding
1968 - 1969: Cathedral Grammar, Christchurch, boarding
1956 - 1968: Raised on a high country station by the Rakaia River in the South Island of New Zealand.
My life's learning has been in the school of hard knocks. Being brought up in the High Country where the nearest neighbour was a 3 hour horse ride away, to parents who worked incredibly hard, meant I had few role models for the most basic living skills. I spent my childhood with the hills, the trees and the rivers.
Later in life I was forced to understand how to be with people. In doing that I developed numerous models, prompts and frameworks to help me understand a better way of being.
This points to the uniqueness that I bring to my work. The socialisation most people learn as a child, I learnt later in life with deliberate action. Generally people interact with each other out of habit established in the first few years of their life. This means the 'programming' behind the habits are subconscious. Having learnt how to be with people as an adult I am more conscious of what it takes to create the space which enables people to be more effective. This understanding does not mean I get 'it' right in every social situation, but it does help me understand, which allows me to accept and role model an alternative way of being.
I now share the understanding with models, prompts, and frameworks.
Cate and I have lived in Onehunga, Auckland, since 1986. We have two sons, Duncan and Alex. Cate is a leading educator in environmental awareness for youth. Duncan has first class honours in business from Auckland University and is working for Capgemini in Australia. He's a budding entrepreneur and was the President of the Auckland Business School Students Association in his 3rd year. Alex finished school amongst New Zealand's top 100 academic achievers and is now studying for degrees in engineering and commerce.
My oldest son Thomas, born before I was equipped to be a good husband and father, is a master at building radical off road vehicles. He is an engineer living in Canterbury with his partner and has two children.
In my free time I run to keep fit, write, make furniture from rescued timber and delight in taking people for a ride in the car my mother bought for me at the age of 13. (Back streets only, out of sight of the constabulary) It's an Essex tourer, made in America and one day it will be restored to its 1919 glory.
Top 10 suggestions for effective leadership
- Be clear on your vision - if you don't know where you're going, you won't get there
- Be able to express your vision so the people you need to engage, understand it and are inspired to work for hard for you
- Be an agathist. A setback is not a personal failure, it's just something you have to overcome, which you can do
- Systemise your business - once you have figured out the best way to do something, record it so you can repeat it
- Develop a deliberate sales process - prioritise gaining new business, and constantly set time aside to focus on this
- Set an audacious goal for 20 years out. If you reach for the stars, you're more likely to get there
- Pay good money for good advice, the very best staff and professional support - it will make you money in the long run
- Meet with your team at least weekly to reflect and celebrate progress, acknowledge the challenges and set plans for the following week
- Measure, measure, measure and display key process measures in a prominent place so everyone knows what they're aiming for and how they're going
- Set aside at least 30 minutes at the same time every week for personal reflection. Write down what you achieved last week, what you learned and what you are planning to achieve this week.
A few Testimonials
I have appreciated Donald being there. He has been a positive force whilst asking the questions that need to be asked and being a deadline maker that I need. Running a business on your own is heady mixture of full control and out of control. Business Mentors, Donald, is certainly helping me find a balance. He is calm and respectful, encouraging and incisive. I certainly appreciate his presence.
Carolyn Aish, Kiwikate
I've been working with Donald for nearly a year. I have found my awareness of the true situation around me and my team grow. I have taken away a new perspective, piece of knowledge or opportunity to explore from every meeting. I've been able to apply these insight immediately with my team, clients, family and personally to much benefit.
Martyn Cole, GHD Engineering
... we're getting fantastic engagement from the team. Our customer satisfaction levels are improving. Profitability of the business is improving.
Mike Critchley, Dealer Principal, North Harbour Ford & Mazda