Thank you to the 1,000 leaders who’ve generously done the 7 questions!
I hope reading
7 Questions with Jason Luckhardt
helps you in your leadership.
7 Questions with Jason Luckhardt
Name: Jason Luckhardt
Current title: National Manager
Current organisation: NAI Harcourts
Embarking in the Hospitality business straight from school as a way to fund my university life, I discovered myself to be a great networker that loves the social elements of life. Turning passion into profession led me to a 30 year (and still going) career in the Real Estate sector, with a focus on all areas of the commercial side of the industry.
Retail, Industrial, Childcare, developments, etc.
Managing and owning a number of offices over my career, I now lead the national office network for NAI Harcourts, a JV that saw the Harcourts organization partner with the USA giant, NAI Global.
Other interests include my work with Bendigo Bank Community Bank in Logan, where over the past 18 years $500M in banking business has helped put back well over $2M in donations and sponsorships. A director for 13 years and Chair for the past 8years, it is a privilege to be part of such a great team.
If I am not working then look for me on, around, or under the water- a PADI Scuba Instructor, I love to teach and lead dive trips on weekends.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Talent. You always have to be working in this area. Identifying, nurturing, retaining, developing and creating. Great businesses are made up of great people.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I would like to say it was simply a talent thing, but it is a lot more than that. Heart and soul comes into play as much as knowledge and skill. You can always learn how to do something, but it's in the desire that you will stand out as one to lead.
3. How do you structure your work days from waking up to going to sleep?
I am a fairly hefty commuter so I arrange a lot of calls for the start and end of days and utilize this time to its best. A large part of what I do is to support and advise, so having a strict call regime to talk to all the team is key for me.
I also have a rhythm of meetings that occur and everyone involved knows this is how we stay on track.
4. What's the most recent significant leadership lesson you've learned?
Confront the brutal facts! Don't idealize a situation as it will set you up for disappointment. There is probably no new normal moving forward, so get on and deal with it.
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?
The ideal team player- Patrick Lencioni
It forced me to look at the people I work with, and around, and also made me look at myself and how I might look to them.
6. How do you build leadership capacity in a large enterprise?
Empower everyone to have ownership of their patch. If you give good autonomy, coupled with clear expectations around outcomes then you can reasonably expect results.
Focus on the right "who" and the "what" can follow.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
The importance of clear language around what everyone is trying to achieve. We hold regular Strategic planning and Business planning sessions and the biggest difference between the successful ones, and the "not so great" ones, is always in how the vision is communicated. From leadership, right down to the junior staff members, the vision needs to be understood by all.