Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading
7 Questions with Bryan Vadas
helps you in your leadership.
7 Questions with Bryan Vadas
Name: Bryan Vadas
Current title: Director
Current organisation: Time Masters (Australia) Pty Ltd
I often get asked "what is it that you do"?
So here is an outline
*Time Masters. Organisations often want to implement change but are busy doing their “day job” & don’t have the experience or focus to facilitate change. We offer strategic planning, review, & project management & remediation. We are experienced in business transformations in Retail, Manufacturing, Mining, Government, IT, Marketing, Franchising, & Commercialisation.
As we help companies define, clarify, & expand, we have also developed training modules like OpPoRTuNiTY $elling, & Program Management and Control which we regularly deliver to companies with a desire to improve.
We have started businesses & have had successful exits. We totally understand every step of the business life cycle.
From huge multinationals to tiny startups, we have worked with businesses of all sizes and cultures
1. What have you found most challenging as a CEO or executive of a large enterprise?
Taking into consideration the needs, wellbeing, feelings and considerations of people involved in the diverse range of businesses and projects in which we are involved. Diversity, inclusiveness, abilities as well as simply the needs and aims of the individual are always changing and every individual is unique, so their needs need to be understood, respected, and catered for
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Whilst our organisation isn't so large, some of the organisations to which we consult in an executive capacity are massive. I was fortunate to have teamed with an experienced business partner with a great reputation and wonderful contacts who opened the door to many enterprises and opportunities. The challenge was then to hold the door open and walk through without it slamming on our butts hehe
3. How do you structure your work days from waking up to going to sleep?
I am very big on structure. I live by Microsoft outlook, and colour code all activities by work stream and client. With clients overseas, the day starts with coffee (nothing happens without coffee!) and emails and messages (whatsapp, messenger, etc). Then it is into working with clients during the day, family time in the evening, catch up on the evening round of comms in the evening, and then check the agenda for the next day before relaxation and bed
4. What's the most recent significant leadership lesson you've learned?
If you say you will do something, do it. Our reputation for "delivery" is what keeps us going and growing. Our words and actions deliver a promise, so we ensure we deliver as we indicate - one time, to budget and always aiming to deliver beyond scope.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Whilst it is not a leadership book or even a book about business, the book Conversations With God had the most impact of all the (many) books I have read. It highlighted the importance of understanding the map that everyone works off and how each person is working with different motivations. It reinforced that we are all the masters of our own positive outcomes - a great lesson on accountability, responsibility and the ability to achieve what you wish if your focus and determination are where they should be.
6. How do you build leadership capacity in a large enterprise?
Cohesiveness, communication, collaboration, giving people responsibility and accountability, encouraging thinking which is not bound by the conventional, and allowing people to leap with the support mechanisms in place to let them soar
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
On a large project in the mining sector, I had little technical knowledge related to the project, but I pulled together a team of individuals who had the requisite skills and enthusiasm to make it work. By ensuring we all had the same vision and understanding (and keeping the same shape throughout the project lifecycle) as well as allowing them to agree on and deliver against the course of action, delivery was easy on a very complex piece of work. It proved that a leader does not have to be the smartest person in the room - they just have to lead good people and facilitate the delivery of the outcome