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Welcome to your Frontline Leadership Playbook

Leading our people for our customers.

Frontline Leadership Playbook

Hello and welcome

Everyone benefits from coaching. You may have

Coaching your team to be able to deliver great customer service will help you become an even better leader, will empower your team to be the best they can be, will save you time and will set you, your team and your business up for success. We have four stories to share from your peers on the value of workplace coaching for them and their teams.

received training on how to be a workplace coach. If you haven’t, don’t worry. We’ll step you through it. We’re investing in development for our leaders. Ignite is the name of our broader frontline leadership program, and the Making the Moment learning program forms a key pillar of your leadership development. We want to make sure our frontline leaders are ready with the skills that our teams will be looking to us for.

Click each person to read their story.

Wayne Phillips Base Manager, Perth & Adelaide

Veronique Johansson Customer Service Manager, Sydney

Sharon Groves Team Leader Contact Centre

For more information on ignite click here.

Suzanne Watkins Customer Experience Supervisor

How to use this Playbook Being a good coach doesn’t mean hours of training; you can get started pretty quickly. In fact, you can make a start as soon as you want. You can use these pages however you like. Maybe read them in one sitting, pick them up when you have some spare time over the coming weeks, or work through them over coffee. That said, maybe the easiest way is to spend a few weeks on each chapter – a little bit of reading, some thinking time, then trying stuff out on the job, and returning for some reflection. You can access this guidance 24/7, reading it online or downloading it as PDF to take offline. Rather than wait for formal training to be ready, use it now when you spot an opportunity to coach a better service outcome for our customers. Think of this as your ‘ playbook ’. Have it up your sleeve, so you can coach your team in the moment.

The Playbook provides a unique set of skills we think you as a leader will find helpful. To help you navigate being a successful leader at Qantas here are the expectations to guide you: • Leading self – your own development • Leading others – coaching them for success • Leading your business – delivering great customer service. We bring these ideas together to deliver on our service vision, ‘Making the Moment’.

“… a bit of reading, some thinking time, trying stuff out on the job, returning for some reflection.”

Chapter 1. Our ever-changing world

Let’s take a bit of a step back first.

leading others

leading business

leading self

In chapter one, we want to look at why we’re prioritising coaching, and why now.

No two of our customers are the same. When we asked what goes into their decision to fly with us, they are all unique...

Click each person to hear their story.

Let’s focus on: Recognising our changing customer expectations

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Why do we coach?

We’ve seen a lot of change here at Qantas. The needs of our customers are in a state of change, and our business and careers are growing with those needs. We want all those day-to-day moments to add up to a level of service that keeps pace with our customer’s expectations. It’s our job as leaders to plot a course for ourselves and for our teams through this change. It’s no small ask, we’d all agree. That’s why we believe investing in the coaching skills of our frontline leaders makes so much sense, building leadership with trust.

“Flying used to be a big adventure and it still can be.”

“But, there’s more to my choice of whether I fly – and who I fly with – now.”

An overviewof the Playbook chapters

Helen talks about the importance of a service mindset. A service mindset means helping and enabling our people to lead with less telling and more empowerment, saving lots of our own time in the process.

Click the thumbnail to play her video.

Helen Gray

So, we recognise that our customers’ needs are changing. The stories that unfold in the next few pages are going to guide your development on how to coach. Here’s a little taste of what’s covered: We have some really handy techniques for asking the right coaching questions, so we’ll spend this chapter unpacking the basics of leadership coaching. In the following video Helen Gray (our Head of Service Experience) explains how we keep up with shifting customer preferences. Chapter 2. Coaching in the Moment

Chapter 3. Coaching our Qantas service vision In our third chapter we dig a little deeper on identify coaching opportunities and applying our newly learned tools to embed our service pillars.

What is it about our job that drives us?

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“Coaching is a change in leadership style, building trust. It means less telling and more empowering.”

Chapter 6: Spring boarding our growth

None of us are perfect, so that’s why we continually invest in our own development. In an age of digitalisation and global competition, now more than ever we’re called upon for the truly challenging tasks, not least of which is to lead our people with a positive mindset. We thought an open and honest look at our own coaching skills would be helpful. We can’t get to where we’re going if we separate our jobs and our growth. Our development isn’t just about being in the classroom, it’s about looking for learning moments in the workplace and learning from our peers around us. We’re going to share some tips on the great leadership development provided by Qantas in our last chapter. Stay tuned.

Chapter 4. Coaching our Qantas service skill set In our fourth chapter we continue to build opportunities for you to practice your coaching skills by focusing on our Qantas service skill set and building your teams capability in their roles and on the job. Not all heroes wear capes! You might be surprised how many proud coaches you already know in the business who are busy leading their teams to great success thanks to their coaching skills.

ACTIVITY We recognise putting coaching into

practice represents a new focus for our leadership style, and we want to hear what you think about it.

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Ask around, share with your peers, check-in with your leaders.

Self-reflection activity

Prior to submitting your activity, please tick ‘Send me an email receipt of my responses’ so these are sent to you as a reflection tool for you to use when activating this learning in your workplace.

Chapter 5. Measuring our success In Chapter 5 we’re looking for hard

evidence to show that our coaching is paying off and moving the needle on our service outcomes because of how we lead. It’s measuring everything we’ll be doing and how powerful coaching can be.

ACTIVITY

Let’s go beyond together. Beyond

Welcome aboard!

Beyond a workplace

We can’t wait to meet you!

Starting a new job is exciting

and there’s so much to discover.

Inside this mag, you’ll get a glimpse of how we Go Beyond being just another bank or workplace, to make a real difference to the lives of our customers and staff.

But first, here’s a special Warm Welcome video for you!

This is Sarra. Press play to hear Sarra share her experiences of how she felt when she first started with Beyond Bank and what it’s like to work with us.

Beyond the branch

Beyond profitability

Supporting the community is at the heart of what we do.

We’re the first B Corp certified bank in Australia!

B Corp is a global movement in which companies push for a more sustainable future. Sustainability is one of our core values and we believe in a better way of doing business. We qualified for this certification by doing more good with our products, practices and profits.

We understand the important role not for profits and community organisations play and that’s why we’re focused on being the best bank for our community.

Take time to explore how we’re ‘doing good, by doing good’ in our communities.

Watch the video to find out more!

Western Australia

Hunter Region, NSW

Riverina Region, NSW

Adelaide

Australian Capital Territory

Beyond an employer We Go Beyond being a place to work.

GoBeyond!

At Beyond Bank, we Go Beyond in everything we do.

This includes exceeding expectations for our customers, staff and the local community. But it’s more than that. Going Beyond has to mean something to you, it’s about asking “How can I make a difference?” It’s about having pride in what you do, liking what you do and doing your best.

We truly want every staff member to have healthy money, a healthy mind and body and a healthy life. That’s why our Employee Value Program gives you an amazing array of benefits. These are just a few of them.

Michelle Coelho State Manager, WA

Working for an organisation that exists to deliver positive impact in our local communities is really important to me.” “

What does Go Beyond mean to you?

Discover what it means to Go Beyond.

Lucy Wallis Learning & Development Consultant Working at Beyond Bank means that I get a great discount on all my travel insurance.”

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Discounted travel insurance!

Volunteering!

Sophie Scott-Young National Sales & Operations Manager

Spending time with my family is really important to me. Beyond Bank understands this and gives me 3 work life balance days to use every year.” “

Work life balance!

Now you know a little about us! Check your Beyond Bank passport

for your next journey point. Let’s go Beyond together.

High Performance Teams

Welcome High performing teams are critical to maintain our competitive advantage and achieve amazing results. A high performing team shares common goals, knows how to reach them, trusts each other to get there and realise they can always do better. Our capability framework, What amazing looks like , helps us all develop and grow high performing teams.

What amazing looks like!

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V a

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Thought

Results • Ensures accountability • Drives results • Strives for improvement

S t r

• Tech savvy • Commerciality • Innovative

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P u r p

Everyday leaders

People

Self

• Collaborates • Inspiring communication • Builds effective teams

• Curiosity • Openness • Awareness of self and others

You may be a leader or team member, working under the same roof or across time

zones. Whatever your situation, this magazine will kickstart your journey to amazing.

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Before we look at the characteristics of a high performing team, check out the core capabilities that define them.

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High Performing Teams We’ve seen a lot change in the way we work. Our customers needs are also changing. Every customer who enters our stores or shops online should have an experience that builds brand loyalty and advocacy. Great customer experiences are possible when high performing teams are the norm.

Leadership is not about being in charge. Leadership is about taking care of those in your charge. Simon Sinek

We rely on our team members working together to help us thrive in the changing world of retail.

High performing teams strive to be the best, they set themselves stretch goals, solve problems sooner, create new and better ways to be successful and achieve great results. We rely on these teams to innovate and create, adapt and change faster than ever before. When team members don’t feel they belong in a team, they don’t ask for help, don’t voice their opinion, hold onto information for personal gain or worse of all don’t speak up to fix problems or find ways to innovate because they don’t feel valued. Getting to know our people and building trust are important prerequisites for a high performing team culture. What does it feel like to be part of a high performing team?

As a leader, you set the tone and expectations for how your team performs.

Great teamwork transforms the experience for

team members, the people we work with and our customers.

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Start a learning journal. After testing out new ways of doing things, record what worked, what didn’t and why!

The journey ahead

Builds effective teams Amazing people always: • Keep their commitments, each and every time

Innovative Amazing people are always asking:

Ensures accountability Amazing people always: • Have clear, stretch, achievable and measurable goals for themselves and others • Hold themselves and others to those goals • Seek and give feedback on performance, not the person • Own issues and find solutions

Curiosity Amazing people are always: • Looking to improve on everything including their performance and the performance of others using continuous feedback • Seeking feedback as they know it will help them reach higher • Trying out new things and ideas • Stretching themselves and others

• Own their mistakes, learn from them and never play the blame game • Speak up and tackle the hard or hidden truths

• Is there a better way? • What could I do better or differently? • Am I inspiring people to develop breakthrough solutions • Am I seeking out input from others to generate new ideas • What other ways can I approach potential obstacles?

• Recognise the achievements of others and give credit where due • Collaborate and share information • Trust and encourage others to do what’s right

Check out the video, then set a goal to do one of these.

Check out the video, then set a goal to ask great questions.

Check out the video, then set a goal to do one of these.

Check out the video, then set a goal to do one of these.

8:38

8:03

5:32

2:05

People

Results

Thought

Self

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Is your team diverse? Leading high-performance

teams across brands, locations and cultures has three key steps.

1. Be curious about perspectives 2. Create a common story 3. Eliminate demographic barriers

In our next issue Learn about coaching

for superior performance using feedback and GROW.

View Issue

Welcome to Maddocks

Do great work with great clients

Welcome to your career at Maddocks

You will play a key role in developing Maddocks existing client relationships and beginning new ones. When you start with us, you will be part of a team where clients are at the heart of everything we do. As a lawyer, secretary or member of a shared services team, we work together to deliver key legal services to our clients. It is this passion that sees some of our client relationships go back more than 100 years. Working alongside our private and public sector clients to assist them in achieving their goals is what we do best.

We’re delighted you are joining us and look forward to welcoming you to the firm.

Become part of the Maddocks team and do great work with great clients, work in an inclusive environment, have access to learning and development that supports your career and be encouraged to contribute to a culture of innovation. Before you get here, we wanted to tell you a bit more about what your career at Maddocks will look like. Explore this magazine to see what awaits you.

Are you ready to help us write the next chapter in our long, successful history?

To start things off, here is a word from our CEO .

Find out more about the work we do on our website .

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Join an inclusive culture

Being able to do great work is only achievable when you have a strong sense of belonging, purpose and connection. That is why we are committed to an inclusive and diverse workplace.

Develop your career At Maddocks, you will have access to a wide range of learning and professional development opportunities to support your career development. You will also have access to secondments to clients or major projects to add to your portfolio of experience.

Our programs range from a mix of digital learning resources offered through a Learning Hub, webinars, workshops, CLE / CPD sessions and discussion groups. There are career and leadership courses, mentoring, networking and coaching programs available. We can only grow as a firm if the skills and experience of all our people grow too. We also understand that career conversations are vital to development and engagement. That is why we support a feedback culture and encourage you to have ongoing career, development, promotion and performance conversations.

We support diversity in all its forms - gender, ethnicity, culture, language, education, disability, age, family/ relationship status, sexual orientation, socio economic background and religious beliefs. You will be joining a firm with market leading parental leave policies for men and women and a culture of flexible working. For us, flexibility can mean your hours, place of work, the leave you take or the everyday flexibility that we all need from time to time.

Find out more about two of the employee networks you can join.

Maddocks Women

Maddocks Pride

You will learn more about our various networks when you join us. So, be prepared to be yourself when you start at Maddocks.

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Contribute to a culture of innovation

The legal profession is changing and what has worked in the past won’t necessarily work in the near future. That is why we actively encourage our people to think about new ways we can meet the evolving needs of our clients.

By joining Maddocks, you will have the opportunity to help write the next chapter in our history. We are proud of our 135-year history – from that two-person firm starting out in Melbourne in 1885 to the independent Australian firm with more than 80 partners and 550 staff we are today. Be part of a proud history Did you know that Arthur James Johnson was just 21 years old when he joined forces with John Henry Maddocks to form the firm that we now know as Maddocks? Or that the Lonie and Chisholm families each had connections to the firm that lasted more than 80 years?

We use design thinking principles to put people and their experience at the centre of everything we do. We run regular Idea Generation workshops and challenges and have processes in place to continuously gather and experiment with innovative ideas.

Our innovation journey has taught us that great ideas can come from anywhere.

You will play a key role in helping Maddocks develop existing client relationships and begin new ones.

How will you contribute to improving what we do and how we do it?

Click here to find out more about our history .

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We will see you on Day One

We are thrilled that you are joining us and look forward to welcoming you to the firm.

From Day One you will learn more about the way we work, the exciting opportunities available and how your contribution is valued.

In the meantime, let us introduce you to a few of your colleagues.

A new way to learn for aged care workers

Faster | Easier | Better

Hello and welcome…

Why should you care?

Because if it is faster, easier and better …

My name is Louise O’Neill. I’m the Chief Executive Officer at the Aged Care Workforce Industry Council.

For more than 30 years I’ve worked in health, disability and aged care. I’ve seen a lot of change. But never at the level we’re seeing right now. The 14 recommendations from A Matter of Care, including the Aged Care Voluntary Industry Code of Practice, are some of the most important changes we’ve ever undertaken. They will make our industry better and drive real and lasting change in the wellbeing, health and safety of our fellow Australians living in aged care. You’ve no doubt heard in the Royal Commission report that staff training is a critical and urgent priority. We need to make learning more accessible and available for our aged care workforce. The experience for you needs to be high quality and seamless. We need to use scientific approaches to help you remember and apply what you learn in your day-to-day work. I’m keen for you to pilot a new way to learn . Learning that you can do on your phone, when you feel like doing it. Learning that takes just a few minutes a day. Learning that’s easy to understand, easy to remember and that makes sense to you in your daily work life. You’ve probably heard of the saying, ‘take a walk in their shoes’. Most of us work in this industry because we have a passion for it. We recognise that a society can be judged by how it treats its most vulnerable members. We’ve walked in the shoes of older Australians… Well, this pilot is just one of many steps we’ll be taking in the coming months and years to walk in your shoes. To strive for more effective ways of learning, more staff, better working conditions and fairer wages. So now I’mcalling out to all of you. Please participate in this pilot, try out this newway of learning and then tell us what you think. It’s not just older Australians who will benefit from these reforms, it’s staff like you too.

• You’ll learn continuously and feel more confident

• You’ll have more opportunity to build skills and develop a career in aged care

• You’ll get a safer and better workplace with highly trained Carers

• Older Australians receiving your support and services

will have a safer and happier experience

Thank you.

Warm Regards,

Louise O’Neill

• You’ll remember more and know how to put it into practice at work • You’ll spend less time at a computer doing compliance training

It’s not just older Australians who will benefit from these reforms, it’s staff like you too .

Forget Me Not is a microlearning app that uses chat and questions to help you remember and apply essential job knowledge. Introducing Forget Me Not

How does it work?

It’s easy to install and setup. Start learning in 3 minutes.

Enter your email and the password supplied 2. Start learning a few minutes everyday 3.

Download the app to your phone 1.

Elder abuse Preventing elder abuse and neglect of older Australians.

Fit learning around work, whenever you have a minute

• S tart by doing just a fewminutes each day

• T his drops off to just a fewminutes, every few days • O nce you master a topic, you’re done and can move to the next one.

Then we work out if this really is faster, easier and better

• We’ll talk to you and see what you think

• Does it make you more confident?

• Does it make you more knowledgeable?

Option A

A new way to learn starts here

Make it work for you

Faster | Easier | Better