sharp & Carter specialist recruitment

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Following a successful recent interview with Siobhan Wilkins from Rational Skincare, Giorgio and Evana are on a quest to provide young aspiring Marketing professionals with insights and practical tips from some of the industry’s leading marketers.

This week, the team caught up with Director of Marketing at Hey Tiger, Breana Phillips, discussing the importance of passion, personality and hard work.

1. Give us an insight into what being the Marketing Director for Hey Tiger entails - What is a typical day?

For those who haven’t heard about Hey Tiger we’re a premium, handmade, Australian chocolate brand and a social enterprise. We partner with The Hunger Project to positively impact cocoa farming communities in Ghana, one choc block at a time.

In my role as Marketing Director, I am constantly thinking strategically and planning out how we can expand our reach by getting our product into the hands of the right people at the right time. As a young, fast growing brand, brand awareness through avenues such as influencer marketing is key for us and Instagram has played and continues to play a pivotal role in our success.

Partnership management is an essential part of my role and I’m constantly looking at areas for collaboration for the hey Tiger brand. I know it may sound cliche, but I really can’t stress enough the importance of networking. We’ve been really fortunate to collaborate with some really incredible brands and people including; Go To Skincare, Business Chicks, Mimco, Mecca and most recently, Tofu Pupper. 

Breana Phillips  Marketing Director, Hey Tiger

Breana Phillips
Marketing Director, Hey Tiger

We’ve also just sponsored a few episodes of the Shameless Podcast (which is an office fave). 

We’re all about having an authentic and organic approach to marketing. We only work with people who have a genuine love for the brand and you can really feel that through everything we do.  Our community of customers are incredibly engaged and we honestly feel like they are family - Hey Tiger wouldn’t be what it is without them.

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2. So you have been at Hey Tiger for almost 2 years now but you actually started your career at MOR Boutique – Tell us about your career early days.

When I was 19, I was doing a Diploma of Media and Communications at MIBT which was an 8 month course (a pathway into my second year of university at Deakin). Whilst at university, the Marketing Manager from MOR Cosmetics, Sarah Easson, asked if I wanted to intern at a trade fair they had coming up. The internship was unpaid but I was eager to learn and jumped at the chance. I met Sarah 2 years prior while doing work experience with her when she’d had her own PR firm.

I continued to work at MOR unpaid twice a week for about six months. They eventually offered me a full time role as Marketing & PR Assistant under the condition that I deferred my course. So I decided to take a chance and worked there for 4 and a half years, where I learnt everything I possibly could before moving on to Sussan. I am still SO grateful for this opportunity, as both Sarah and the founder of MOR, Deon, saw real value in me and genuinely supported me to succeed.

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Sussan is one of Australia’s biggest fashion retailers and they had been around for about 76 years by the time I came on board - so they were a well oiled machine where I could learn a lot! I loved every single minute that I worked there and I learnt so much about building relationships and the importance of networking. I worked across all of the major campaigns, shoot productions and PR.

I was there for 4 and a half years as the PR & Marketing Coordinator so naturally I was ready for a new challenge. I wanted to get out of my comfort zone and routine (which is huge for me, as I am a stickler for the rules and love structure). While working at Sussan, I began freelancing for Hey Tiger (pre-launch) and I was also working in my partner’s video production business, which meant I was working 24/7. Life was pretty crazy.

After much deliberation and hardwork, my partner and I decided to take some time out and locked in a 4 month trip to travel the world. This was a tough decision but one of the best things I could have done for personal development.

In the lead up to this trip, I left Sussan and got the opportunity to work at Hey Tiger full time on a contract between November 2017 - June 2018. I left not knowing whether there’d be a job to come back to, but a month into our trip the CEO of Hey Tiger called me and offered me the Director of Marketing role if I wanted it. After 4 months of travelling I came back and dived in... and what a crazy ride it’s been! We’ve experienced super such growth and have received so much love for the brand. I am very proud of what we’ve achieved in our first one and a half years.

3. What advice do you have for junior candidates wanting to break into the food industry?

I believe that passion is incredibly important, and in making sure that you are doing something that’s thoughtful and personal to stand out from other applicants.

I really believe it is about being a critical thinker and having a mentor, both of which have really helped shape my career. Surrounding yourself with people who are a source of knowledge and can share their experience with you is incredibly valuable. And, of course, networking. Go to events, through organisations like Business Chicks or Future Women, and introduce yourself. Don’t be afraid to ask questions and talk to the speakers after the event - you never know what friends or relationships you might make and how it will impact your career.

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4. What do you look for when you are hiring for Hey Tiger?

We really look for personality and passion. At Hey Tiger we have a very skilled team however, we have never hired purely on skillset. It’s all about instinct, passion and hard work. We love someone that’s a team player and is willing to go above and beyond their skillset. We expect people to do their best work, but also get stuck in and get it done when it’s all hands on deck. You will find our CEO or CFO packing boxes and helping wherever they can for the benefit of the team. We are all about collaboration, pushing hard and getting it done as a team.

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5. What is Hey Tiger doing to contribute to sustainability and the environment? 

Hey Tiger is a social enterprise and we partner with The Hunger Project to help support cocoa farming communities in West Africa, where 70% of the world’s cocoa comes from. There are 2.2 million children in child labour on cocoa plantations in this region, and the average cocoa farmer earns $0.73c per day. Hey Tiger is owned by a charitable trust and our CEO, Cyan Ta’eed, does not take a salary. The cocoa we use is ethically sourced (meaning farmers get paid a fair amount for their crop), and we donate a minimum of 50c per full size bar and 25c per mini bar to help fund The Hunger Project Ghana’s incredible work. We’ve so far donated just over $100,000 and this is increasing all the time.

There are measurable positive environmental effects to our sourcing, including more sustainable farming practices which impact everything from water conservation to deforestation. As we grow and scale we are working on ensuring all our packaging is as environmentally friendly as possible while being foodsafe.

6. What is Hey Tiger doing to create a good working environment for their employees?

At Hey Tiger, we have flexible working hours and our employees can work from home as well as the office. We get an additional day off per month called an Inspiration Day, which is really good for mental health and creativity. Additionally, we don’t count hours. A typical day can look like 9-5 but if you feel you are more productive with different hours, we promote that within the business as well.

We do personal training once as week as a team, where we get outside every Wednesday and we also run a monthly book club. Most recently, we went away for the night to Camp Tiger, where our CEO, Cyan took the team away to our celebrate our hard work and wins as a business. This was great for team bonding. 

7. What was the biggest hurdle or challenge in your career so far?

Self-belief and celebrating wins was something I didn’t do enough of when I was younger and admittedly, I still struggle with this at times. I know so many people that are guilty of this, as you’re always looking at what’s next in your career. However, I also think that this can be a great motivator to keep on going.

8. Are there any leaders that you look up to?

I look up to Hey Tiger’s CEO Cyan as she is a savvy business woman and is very emotionally intelligent. I have a lot of respect for her as she has incredible instincts and is able to think with her heart while putting her business hat on. Mirte, our Chief Brand Officer, is my other half! She has incredible ideas and out of the box thinking that pushes the boundaries. I honestly have never worked with anyone like her.

I also look up to Zoe Foster Blake (but don’t we all?!). She is extremely witty and is a brilliant (and funny) word-smith. She has managed to build an empire while maintaining her authenticity and has a very positive and inspirational attitude towards everything she does.

Cyan Ta’eed  CEO & Founder, Hey Tiger

Cyan Ta’eed
CEO & Founder, Hey Tiger

Mirte P. van der Lugt  Creative & Brand Director, Hey Tiger

Mirte P. van der Lugt
Creative & Brand Director, Hey Tiger

9.  What is one word that describes you as a leader?


10. Lastly, Breana what are you most excited about for Hey Tiger in 2019?

In 2019 the team at Hey Tiger are really thinking about how much further we can push the brand. We have some exciting new collaborations in the works. Our innovation team has also been working hard on our new range for Christmas, it’s one of the biggest (and most delicious) collections we’ve done yet!

Giorgio Xindaras - Manager, Marketing, Sharp & Carter
0415 786 332 |

Evana Seneviratne - Consultant, Marketing, Sharp & Carter
0452 633 293 |


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Sharp & Carter’s Giorgio Xindaras and Evana Seneviratne caught up with Siobhan Wilkins, Group Manager - Sales & Marketing and client from RATIONALE Skincare to discuss the evolution of Rationale Skincare and how she landed any beauty enthusiasts dream marketing and sales role.

1. Tell us more about RATIONALE Skincare as a Brand?

Richard Parker  Founder & Director RATIONALE Skincare

Richard Parker
Founder & Director

RATIONALE Skincare was established in 1992 by Richard Parker, Founder and Director of RATIONALE Research. A competitive swimmer, he suffered with acne and sun damage at the age of 25. He became obsessed with having clear, radiant skin, and the confidence that comes with a luminous complexion. Richard formalised his studies in cosmetic chemistry by completing a Diploma in Cosmetic Science, specialising in dermatologic actives and topical delivery systems.

 After launching his own Skin Consultancy with his husband Greg Parker, they began to work with prominent Australian Dermatologists and Plastic Surgeons, launching RATIONALE; a luxury skincare range based on skin identical vitamins, minerals and proteins that activate skin luminosity and vitality by preventing and repairing environmental damage. 80% of facial ageing is caused by the sun and Richard recognised that we were in a unique position to offer world-firsts with the Essential Six; a six-step regime that provides everything needed for healthy, luminous skin. Topical skin nutrition at its finest!

RATIONALE Skincare is now prescribed in over 50 Medical Practices across Australia and the UK, 13 Flagship Clinics (with a 14th to open at the end of the month in High Street, Armadale) and Online. We are also excited to announce our newest partnership, a Flagship Clinic in Sydney CBD within Australia’s number one luxury retailer, David Jones. This Clinic will open on Saturday 30th November 2019, in line with the refurbished David Jones Luxury Ground Floor.

Siobhan Wilkins   Group Manager, Marketing & Sales RATIONALE Skincare

Siobhan Wilkins
Group Manager, Marketing & Sales

2. You have been at RATIONALE Skincare for almost five years now. Tell us about your early days at RATIONALE?

My entry to Skincare came about through my CEO at RATIONALE, Shamini Rajarethnam, who I had worked with previously at an Australian fashion brand. I came on board as the Flagship Sales Manager and we had 3 Flagship Clinics at the time. My role encompassed expanding our Flagship portfolio and ensuring our Clinics met our company’s Vision and Imperative, delivering Luminous Skin for Life through experiences that enlighten and transform. I was struck by the passion and expertise of our Clinic Managers and Skin Consultants, and the lasting impression they made on our Clients via our world-leading formulations and facial treatments.

I relished the opportunity to work closely with Shamini again and now Richard to shape a culture within our Flagships that celebrated our Staff and honoured exemplary service. Through this role I also learnt to research and source sites, negotiate leases and work alongside our Design Team to launch our new doors.

I greatly enjoyed my interactions with our talented Medical Agency and Online Teams and identified an opportunity to amplify how these Channels spoke and worked with one another. I moved onto a newly created Head of Sales role. After returning from Maternity Leave six months ago, I stepped into the Group Manager – Marketing and Sales role, overseeing said Departments as well as our Design, Education and Property Departments. I am also incredibly excited to be heading up our RATIONALE China Program, focusing on expanding our Asian Client base. We were recently awarded government funding for this project as well. I’d never applied for grant before so proof that RATIONALE always keeps me learning!  


3. Having spent almost five years at RATIONALE Skincare how have you found it?

The formulations are phenomenal, but beyond this, I feel like I have found my home at RATIONALE. Who I am as a person is valued and recognised, beyond the black and white results we achieve. I have developed close relationships with my peers and celebrated remarkable growth with them. Communication goes beyond reviewing tasks; we have honest and open conversations and challenge one another on how we can amplify all that we do. We do everything in house, from Research and Development in our Laboratory, to Production and Warehousing, to Marketing and Design. The Team is highly skilled, and the Founders and CEO have always believed in cultivating the native genius of their employees.

Richard’s empathy and duty of care for his Clients, to deliver luminous, glowing and healthy skin, while delivering a seamless experience, inspires all that we do. Everyone here is so invested because we are closely tied to our Clients and we know the impact we make in their lives. Over the years while I have been able to spend less time in our Doors, I make time to connect with our Clients via phone and email. What strikes me is the consistent message they have given me these past nearly 5 years; they love our brand because of how it makes them feel and know that we are at the cutting-edge of innovation and luxury experiences. This steadfast trust and loyalty is what propels us forward.


4. What I have found is that a lot of junior aspiring Marketers are wanting to work for Beauty/Cosmetic Brands. What advice would you give them?

I believe that people don’t have to have to have a whole raft of beauty experience to enter this industry. It’s more about demonstrating a tenacity to pursue whatever it is you are passionate about. For example, I came from Fashion and transitioned into Skincare. RATIONALE came about because of my working relationships and the ground-work I had laid in terms of performance in an entirely different Industry.

Early in my career I did a lot of volunteering at Fashion festivals, the National Gallery of Victoria in their Fashion Archives and completed Internships where I essentially worked for free and really believed in going above and beyond. I learnt so much from the people I met, and the experiences made me a stronger and more confident operator. There are so many Beauty Exhibitions or events that can be tapped into if you search online and you may surprise yourself with the willingness people show in assisting your growth if you in-turn are willing to contribute to their projects. Offering your time in return for learning invaluable skills is an effective way to grow and add to your body of work.

People generally want to share their insights and support other; junior candidates today can even simply connect with someone on LinkedIn and have a coffee with them to explore opportunities to learn more. There is nothing stopping you!


5. Given that a lot of consumers are taking a higher interest in the Corporate Social Responsibility of the organisations they purchase from, what is Rationale Skincare doing to give back to the community?

We recently made the exciting announcement that RATIONALE will be relocating to a new global headquarters in Kyneton, Victoria. Envisioned by Richard, this technologically advanced, campus-style facility will serve as the epicentre of RATIONALE’s research, training, production, worldwide logistics and operations. The extensive 14,000sqm site, located one-hour north of Melbourne, will also serve as an influential conduit between the city and rural areas, bringing sophisticated skincare technologies and expertise to regional Victoria and creating local training and employment opportunities. Investing locally to maintain our unique offering as the only Australian luxury Skincare brand on the market is incredibly important to us. We are also looking at partnerships with like-minded Australian brands to pursue CSR projects that can serve the community,

6. What’s been the biggest hurdle or challenge in your career so far?

Like anyone I’ve had stumbles in my career but always tried to take a learning from it and recognise that there isn’t really anything that you can’t get over or move on from! Before I made the transition to skincare I was considering my options in fashion and went for an interview with a premium Australian fashion brand. While normally I feel quite comfortable in an interview situation, I was like a fish out of water and did not do well at all! I think on reflection I was a little burnt out and pursuing a career trajectory that was seemingly mapped out for me when I hadn’t really thought through what would actually make me happy. I am fortunate enough to have a very supportive partner, family and friends and am able to talk through a challenging time and how best to navigate through. I find talking and exercise are the two best remedies to overcome anything!

Brene Brown, Research Professor.  Source: Ted X.

Brene Brown, Research Professor.

Source: Ted X.

Shamini Rajarethnam, CEO at RATIONALE Skincare.  Source: RATIONALE.

Shamini Rajarethnam, CEO at RATIONALE Skincare.


7. Who are the senior leaders that you look up to?

I consider myself so fortunate to have been able to work with incredible people at RATIONALE. Shamini (our CEO) is a good friend as well as my boss and I’ve learnt so much from her. We are able to have a very positive working relationship and there is a great respect between us. She really celebrates the individual and fosters your native genius. Richard (our Founder) is also so inspiring, he has such a unique view on the world and is a true left and right-brain thinker. He is the definition of a visionary!

I read a lot of articles on Leaders within luxury industries (The Business of Fashion is great) and am obsessed with podcasts, I find them so engaging and they give me access to world-leaders across many fields. Plus I can listen to an episode on the way to work and it puts me in a great frame of mind. I greatly enjoy Harvard Business Review, How I Built This, The Daily, Recode Decode, the list goes on!

I’ve been reading a lot of Brené Brown lately and I love her advice on deciding whose opinions matter to you. She says you need to be able to nominate 2 – 3 people in your life who love you because of your imperfections and will tell you the truth when you ask for their thoughts. I found this to be such sound advice, try it for yourself!

8. Lastly, give me one word that describes you as a leader the best?

Curious. I spend a lot of time with my team asking them about what their thoughts are on different ideas and discussing how we can amplify a concept or collaborate with others. I believe listening is undervalued at times and I always try to be conscious that I need to listen first and then ask questions! Giving people the answer does not allow for growth.

Giorgio Xindaras - Manager, Marketing, Sharp & Carter
0415 786 332 |

Evana Seneviratne - Consultant, Marketing, Sharp & Carter
0452 633 293 |

STEPHEN CARTER | Partner - Sharp & Carter

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Stephen Carter  Partner, Sharp & Carter

Stephen Carter
Partner, Sharp & Carter

I have a friend who is the owner and CEO of an ASX listed engineering consulting firm. When I talk to him about Care, Generosity, Trust and Humility , he is much more exasperated than he is inspired. “All of this stuff about treating people well and being concerned with what is happening in their lives is so over the top! Can we no longer pay someone a wage and expect them to come in and do a job?”

 My answer to him is “Absolutely! Nothing in that regard has changed, you can pay someone a wage and expect them to do a job, but if people really are your most important asset what I am talking about is gaining a competitive advantage. It is about doing things better than your competition and being action orientated towards the words of “People are our most important asset””.

 Perhaps fortuitously, our adoption of a “positive business” approach was intuitive, coming from having had the life experience where everything we had achieved has been due to the fact that others had been good to us - and as such, I do absolutely recognise that it may not be intuitive to most. And so, whilst “Humility” is a key part of our culture, if I truly want to demonstrate to people how treating your team with Care, Generosity, Trust and Humility works in a business context, and how it can lead to success, I need to put my humility aside for a moment to talk about the results our business model drives and what we have achieved.

So, the Business Case. Fortunately for this case I had five years where at Sharp & Carter we managed our people and the business in a more traditional way - as a profit maximising business and much closer to my friend who would prefer to pay someone a wage and expect them to do a job. Don’t get me wrong, we treated people well, we were never mean or disrespectful, we celebrated success and we had fun - but compared to now, there was less patience with people, less understanding, less appreciation, and more focus on profit! And if you look at the graph below, we performed really well under this model. In our first 4.5 years we grew our headcount to around 8 people, and our sales turnover to $2.5mill. 

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Ultimately, we could have continued in this model and had some success, but when Anthony Holdstock and Christian Keogh came on board in 2013, we made the decision to really change the way we treated our people, and in turn, we changed the trajectory of our business forever.

For the last 6.5 years, we have been running the Sharp & Carter business via the core values of Care, Generosity, Trust and Humility. And the second graph below shows that since implementing this change, our headcount has grown from 8 to 115, our sales turnover has grown from $2.5mill p.a. to $40mill p.a. and our business has averaged 55% growth p.a.  

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Now, obviously if we had of continued to operate as a profit maximising business we of course would have continued to grow. If we had of continued on the same trend line, as the green line in the graph below shows, in 2019 we would be approximately 30 people with $10mill turnover - still a great achievement, but much lower numbers than our actual 2019 figures.

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But what about the profit you ask? As realistically it isn’t about headcount or sales revenue – ultimately, all businesses are measured by profit. And ours is no exception. And so I present our final graph, which shows that not only has our headcount and sales revenue numbers improved since we started managing positively, but in addition, our profit has grown in almost exactly the same proportion to our sales revenue - 55% p.a.

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So, what does this overall Business Case tell me? It tells me that if we had continued managing people as we had in the first 5 years, we would have missed out on $30mill in turnover, and the employment of almost 85 of our people.

It also tells me that treating people truly as your most important asset and genuinely caring for them can have a huge impact on the profitability of your business. I don’t share these figures to boast, I share them so those who are interested in profitability as a first point can see the Business Case. Hopefully this will mean that when I talk to business people about showing your staff Care, Generosity and Trust, and leading them with Humility, it will resonate with those who are firstly interested in the correlation this positive management style has to overall business profitability.

I would love to speak to any business leader who is thinking of implementing a more positive leadership approach in their business. Please do not hesitate to reach out to discuss further.

Stephen Carter   Partner, Sharp & Carter 0411 543 833

Stephen Carter
Partner, Sharp & Carter
0411 543 833

STEPHEN CARTER | Partner - Sharp & Carter

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Australian culture is very down to earth. If you drive a Ferrari, you’re more likely to be branded “ostentatious” and have a key dragged down the side of your car, than you are to be applauded and perhaps told “good on you, you’ve really made it!” as may happen in other cultures.

 The reason for this is that in Australia we are, generally, a humble people. And this is a value which we at Sharp & Carter really respect, and that forms the final of our culture pillars. In previous articles I have spoken about our first three culture pillars of Trust, Generosity and Care, and now it is time to round it out with number four – Humility.

In 2012, Google undertook a study titled “Project Aristotle”. The purpose of this study was to discover the commonalities in high performing teams – what makes one? Initially, the study really struggled as there weren’t really any common traits between team members in the obvious categories of skills, education, the way they were structured or organised, intellect, seniority, or personality types.

Upon further study though, what the project did ultimately end up finding was that one commonality between these teams was “psychological safety”. In layman’s terms; no one wants to put on a ‘‘work face’’ when they get to the office, they don’t want to leave part of their personality or inner workings at home.

Many might ask, what exactly does it mean to be fully present at work, and to feel ‘‘psychologically safe?” It means knowing that we can be free enough to share the things that scare us without fear of recriminations. That we can talk about what is messy or sad or have hard conversations with colleagues who are driving us crazy.

 In other words, we need to be able to be authentically ourselves. And authenticity requires vulnerability, which in turn, requires humility.


In my opinion, good leadership requires three things: courage, relationships and empathy. The first two pretty much speak for themselves, however empathy is one that has layers – really, it is derived from humility. A quote I read recently from Seth Godin put it simply as; “Empathy can only occur in direct proportion to our own self-acceptance”. It can only occur if we are humble.  

What this means essentially is that it is only by being aware of and accepting the flaws of our own emotions and our own minds, that we are then able to look at the flaws of the emotions and minds of others, and rather than judge them or hate them, feel compassion for them. Empathy, and humility, are not qualities easily associated to someone who might also be labelled arrogant or lacking in self-awareness.

How we achieve humility in our leadership at Sharp & Carter is not dissimilar to how we achieve trust, generosity or care, our other three pillars – it starts at the top (or the bottom as you will read later!).

In Jim Collins’ book “From Good to Great”, substantial research is utilised to show that humility predicts effective leadership. Humility is associated with minimising status differences, listening to subordinates, soliciting input, admitting mistakes and being willing to change course when a plan seems not to work.

 In minimising status differences at Sharp & Carter, every year we set an overall business sales target, which if reached, rewards the entire business with a long weekend away together. In most organisations, this is a reward only achievable by the highest billers – at Sharp & Carter it is everyone. This means that each and every person contributes and each and every person gets rewarded. Furthermore, in reference to my Ferrari comment earlier – at Sharp & Carter we provide cars to Partners, but to keep them humble (as well as to avoid their cars getting keyed!), and to further minimise status differences, we restrict the purchases to either a Mazda, Subaru or Toyota.

Bali, IND 2015

Bali, IND 2015

Cairns, QLD 2017

Cairns, QLD 2017

Queenstown, NZ 2016 & 2018

Queenstown, NZ 2016 & 2018

Hamilton Island, QLD 2019

Hamilton Island, QLD 2019

In terms of leading from a place of humility, humble leadership is really just another way of describing servant-based leadership. We have seen leaders at Sharp & Carter move into leadership roles and then become obsessed with outcomes and control and treat employees as a means to an end. But what this results in is employees who fear not hitting KPI’s, employees who fear failure, and as such, employees whose positive emotions decrease.

 In practicality, your starting point as a leader is critical – are you sitting on top “directing” or are you at the bottom “serving”? The mindset here is critical, are you the most important or are you the most valuable?  Humble leaders ask their employees what they can do to help make their role easier and more enjoyable, rather than try to control them. At Sharp & Carter, the responsibility of a leader is to increase the ownership, autonomy, and responsibility of followers — to encourage them to think for themselves and to try out their own ideas.

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As a group, the leaders at Sharp & Carter have all agreed that we exist to “Serve and care for our people to ensure their individual fulfilment. I often say to the leaders of Sharp & Carter that we (as leaders) are at the bottom of the food chain. In other words, the organisational hierarchy pyramid of Sharp & Carter is inverted with the pointy end at the bottom. In this way we have the decision-making power of all of our 115 people, rather than the decision-making power of just the elite 15.

For me personally, humility is probably one of my natural character strengths, but it is also one I work to practice on a daily basis. Just because I founded this company and my name is on the door does not mean that I am resting on my laurels and not constantly looking for ways to add value. I work hard to be a valued member of the team, I often apologise to our people for mistakes I have made, and I am endlessly pragmatic that the direction we have chosen has its positives, but also its negatives.

In summary, humility is hugely important in our business and I could talk about it for days, but I think two people far smarter than me sum it up pretty well:

 In Ryan Holiday’s book “Ego is the Enemy” he says; Ego is the enemy of what you want and of what you have: Of mastering a craft. Of real creative insight. Of working well with others. Of building loyalty and support. Of longevity. Of repeating and retaining your success. It repulses advantages and opportunities. It’s a magnet for enemies and errors.”

 Another great reference is when nine-time Grammy–and Pulitzer Prize–winning jazz musician Wynton Marsalis once advised a promising young musician on the mind-set required in the lifelong study of music; Humility engenders learning because it beats back the arrogance that puts blinders on. It leaves you open for truths to reveal themselves. You don’t stand in your own way.… Do you know how you can tell when someone is truly humble? I believe there’s one simple test: because they consistently observe and listen, the humble improve. They don’t assume, ‘I know the way.’ No matter what you’ve done up to this point, you better still be a student. If you’re not still learning, you’re already dying.

Stephen Carter   Partner, Sharp & Carter 0411 543 833

Stephen Carter
Partner, Sharp & Carter
0411 543 833