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Tim Kitching shared thisThe #1 Mistake in Strategic Planning (and How to Avoid It) When most leaders think about strategic planning, they imagine a single process. But Vern Harnish — author of Scaling Up and Mastering the Rockefeller Habits — highlights a critical distinction: strategic planning is actually two separate but connected activities. In a recent video Harnish explains that confusing the two is the number one mistake organisations make. And the consequences are significant — blurred accountability, wasted time, and strategies that never quite reach execution. 1. Strategic Thinking: The CEO’s Role Strategic thinking is about identifying the direction of the business — the big bets and long-term positioning. Harnish is clear: this is the CEO’s number one job. Importantly, it can’t be confined to a quarterly or annual retreat. Leaders such as Mark Zuckerberg set aside weekly time for a “council” meeting, ensuring strategic thinking is continuous and adaptive. For CEOs, this means being in constant dialogue with customers and employees, gathering real-time intelligence to shape decisions. 2. Execution Planning: The Team’s Role The second part of strategic planning is execution. Once the CEO sets the direction, the leadership team must work out how to deliver it. Harnish recommends that in a two-day planning session, the CEO use the first hour to articulate the strategy and priorities for the quarter or year. After that, the team takes ownership of the execution planning process. By stepping back, the CEO allows the team to focus fully on designing the systems, actions, and accountabilities that make strategy real. 3. The Strategist and the Orchestrator To illustrate, Harnish points to Apple. Steve Jobs was the strategist — envisioning the iPhone. Tim Cook became the orchestrator — ensuring millions of devices reached customers on launch day. In most companies, the CEO plays the strategist role, while the COO (or equivalent) becomes the orchestrator. Both are essential, but they must be treated as distinct responsibilities. Why This Matters Too often, CEOs get bogged down in execution detail, while teams are left guessing about the bigger picture. By separating strategic thinking from execution planning, leaders bring clarity, focus, and accountability. The CEO sets the “what” and “why.” The leadership team drives the “how.” It’s a simple distinction, but it transforms performance. 👉 Watch Vern Harnish’s short video here: The #1 Mistake in Strategic Planning . https://lnkd.in/gecnrM3q How does your organisation balance strategic thinking and execution planning? #BusinessCoach #ExecutiveCoaching #SmallBusiness #BusinessMentor #ScaleMyBusiness #ScalingUp #BusinessGrowth #GrowthMindset #Entrepreneurship #BusinessStrategy
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Tim Kitching shared this“All that it takes for evil to flourish is for good people to do nothing.” The exact origin of this phrase is debated and no specific quote exists, even though it is usually attributed to Edmund Burke. Regardless of where it came from, the truth of the words is hard to ignore. Over the past month, I’ve seen reminders of this — in both personal and professional settings. Situations where silence or inaction has allowed poor behaviour, flawed decisions, or self-serving agendas to thrive. The details vary, but the pattern is familiar. It doesn’t take outright malice to create real harm. Sometimes, it only takes people choosing to look away. I’ve seen it play out in many forms: * Self-obsession that blinds people to the impact of their behaviour on others. * Incompetence that is tolerated rather than addressed because it’s easier to avoid the conflict. * Individual agendas driving decisions that should have been made for the collective good. * Laziness where people settle for the minimum rather than strive for the right outcome. * “Looking after their mates” even when fairness and accountability demands a harder call. None of these behaviours look dramatic in isolation. But together, they erode trust, weaken teams, and corrode the culture of organisations. They are usually accompanied by a lack of transparency in decision making. More damaging still, they thrive when people who know better decide it’s not worth the trouble to speak up or push back. I’ll be honest — I’ve been there myself. Sitting in meetings, watching decisions being made, knowing they weren’t right but weighING UP the cost of being the dissenting voice. The reality is this, having the courage to stand up for what you know is right is not easy. In today’s world, it can come at great personal cost. Those with extreme or entrenched views are often willing to pay any price — reputational, financial, or relational — to be right rather than simply acting with integrity. That imbalance feels like the loudest or most aggressive voices always win. These humans also look to undermine the integrity and character of those that have the temerity to stand up. Here’s the uncomfortable truth, if good people are unwilling to stand up, then those costs are paid many times over by the community, the team, or the business when things are left unchecked. In my work, I’ve seen how strong governance, fair leadership, and clear values act as the antidote to complacency. None of these systems matter if individuals — you, me, each of us — aren’t willing to take responsibility for doing the right thing when it matters. So, the next time you see self-interest winning out over integrity or incompetence being covered instead of corrected— pause and ask yourself, Am I going to be one of the good people who does nothing? History and experience have spelt out the consequences for individuals, organisations and the world around us when this happens. #Leadership #Courage #EthicalLeadership #Governance
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Tim Kitching shared this** The Australian Greens Head Off into the Wilderness. ** People, this post is a very Aussie centric piece. The Australian Greens have just expelled one of their founding members, Drew Hutton — a man who helped build the environmental movement in Australia from the ground up. Why? Because he dared to say what many Australians quietly think: that biological sex is real, and that ignoring science when it comes to gender undermines credibility and alienates mainstream voters. The irony is staggering. This is a party that once prided itself on following the science. Climate policy? Trust the science. Land management? Trust the data. But now, when it comes to one of the most fundamental aspects of human biology, that principle vanishes. To question gender ideology — even from a place of reason, not hate — is now labelled “transphobic.” It’s a dangerous slide toward intellectual dishonesty and political extremism. Even more baffling is the Greens’ ongoing support for the CFMEU. This is a union with documented links to organised crime. Multiple Royal Commissions and court proceedings have exposed a web of corruption and intimidation — and yet the Greens continue to champion them as allies in the fight for justice. It beggars belief. If this is what the Greens stand for — blind ideological purity and alliances with compromised institutions — then they should prepare for irrelevance. Australians want environmental protection, social fairness, and science-based policy. But they also want honesty, courage, and common sense. Expelling Drew Hutton might win a few headlines today, but it’s a nail in the coffin of a party that’s lost its way. For the record I am not a Greens voter for the exact reasons outlined above. Evidence, reason and acknowledgement of the work that we actually live in rather than an ideological image is required to make change in our community. https://lnkd.in/g9MDctV2...
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Tim Kitching shared thisIf your business feels stuck, don’t start with a 12-month plan—start with a 60-minute diagnosis. In the last few months, I’ve worked with multiple businesses that were spinning their wheels—burning time, cash, and team goodwill trying to solve the wrong problems. Here’s what changed everything: 👉 A Rapid Diagnostic Assessment—a focused evaluation of the business across three critical areas: Finance (Are we cash-flow confident or barely holding on?) Operations (What’s broken, bloated, or just outdated?) Leadership (Is the team aligned, accountable, and engaged?) This quick but structured process exposes what’s working, what’s missing, and what’s in the way. One client uncovered a major margin leak they hadn’t seen in months. Another found a leadership bottleneck stalling all forward momentum. In both cases, that clarity unlocked action—and results. Before you guess what needs fixing, diagnose it. 💡 Rapid assessments don’t take long—but they change everything. 📩 Want to run one on your business? Let’s talk. Email me at service@criticalfactors.com.au
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Tim Kitching shared thisLast year, I worked with a business owner whose cash flow had slowed to a trickle. They were at breaking point. If something didn’t change fast, the business wasn’t going to make it. Through crisis management coaching, we cut through the noise. We focused on cash first—then renegotiated supplier terms, trimmed operational inefficiencies, and rebuilt their sales rhythm from the ground up. Six months later, they were not only surviving—they were stable, clear, and confident again. If your business feels like it’s on the ropes, you’re not alone. A crisis doesn’t have to be the end. What feels like the end is often just the pivot point. 👉 Reach out if you're at that point and want to talk. 📩 Email me at service@criticalfactors.com.au
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Tim Kitching shared thisI couldn't agree more with this post from Dawn Watt. Dawn is a client of ours and it has been an absolute pleasure over the last six years investing time with her and her team to help this business grow and scale. There is no doubt that Dawn's ability to gather around her a high quality team of 'A Players' is one of the main reasons why Coffey Testing is currently experiencing outcomes and growth second to none in their industry. #HRStrategy #EngagedEmployees #Leadership #Innovation #BusinessGrowthTim Kitching shared thisBuilding a high-performance team is one of the most rewarding (and challenging) tasks any leader can face. It requires more than just hiring the right people; it’s about cultivating a culture where talent thrives, collaborates, and remains engaged over the long term. So, how do we do it? The first step is recruitment. You’re not just checking boxes during the recruitment phase. You want to hire individuals who align with your company’s values and mission. Skills and experience matter, but cultural fit is just as important. When team members share a common vision and purpose, they’re more likely to be motivated, engaged, and committed. Once the team is in place, the focus must shift to fostering an environment where everyone can excel. That means offering ongoing training and development, empowering team members with autonomy, and ensuring they have the tools and resources they need to succeed. When employees feel equipped and trusted, their confidence soars, leading to better results and innovation. But building a high-performance team doesn’t stop with development. It’s about retention. The most successful teams are those that stay together over time. This requires a focus on work-life balance, career growth, and recognition. Regular feedback, mentorship, and opportunities for advancement help employees feel valued and invested in the company’s long-term success. In the end, a high-performance team is built on trust, mutual respect, and continuous improvement. It’s about creating an environment where people are empowered to bring their best selves to work every day. As leaders, our role is to foster that environment, support our people, and ensure they have the tools to thrive.
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Tim Kitching shared thisMore fantastic content from Verne Harnish, based on real world experiences. #innovation #startups #businessgrowth #HR #cultureTim Kitching shared this🤯 Billion-Dollar Secret: Dinner with Employees! 🍽️ Imagine scaling a company to half a billion in revenue and then selling it for the same! Kerry Smith, a mechanical engineer and true hero, did just that. His secret? Weekly dinners with five employees and their significant others. In a fancy restaurant, he'd encourage them to relax and truly open up. This simple act of building "emotional bank accounts" allowed him to uncover the real pulse of his company, proving that genuine connection is key to monumental success. #Leadership #EmployeeEngagement #Entrepreneurship #CompanyCulture #SuccessSecrets
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Tim Kitching shared this** Scaling Up and Metronomics - 2 similar systems that can leave you confused as to the difference ** I break down the key differences and similarities between Scaling Up and Metronomics, including: ** Where each framework shines ** Why some teams stall out at “Plateau Mode” ** And how to know which approach your business actually needs next If you’re serious about growing a business that doesn’t just hustle harder — but performs better — this will help clarify each. 🔗 Read the full article here: https://lnkd.in/gtwKD6Xj Which model are you using (or misusing)? I’d love to hear your take. #ScalingUp #BusinessGrowth #Leadership #Execution #BusinessCoaching #CriticalFactors
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Tim Kitching liked thisTim Kitching liked thisThis Candidate sent 200+ applications with no result I told him to stop applying to jobs 2 months later, he had multiple offers on the table. Job search in 2025 is broken. You're competing with hundreds of other digital applications, Just another name on a piece of paper. No hiring manager sees your personality, your drive, or why you actually want to work there. I told the candidate this: "It doesn't matter what your job title is. Everyone's in sales." He’d been searching for 6 months. Sent out over 200 applications. Got maybe 6 responses (Nothing meaningful) So I taught him what I call the omnichannel approach. Map out your top 50 target companies. Then: > Find hiring managers on LinkedIn > Get their emails through hunter.io > Find their phone number Then reach out like a Sales rep would: →Connect on LinkedIn with a professional headshot and put a face to your name → Send a personalized email explaining why you're interested → Leave a voicemail, because your voice humanizes you completely Your goal isn't to get a job immediately. It's to set a 15-minute conversation to learn more. In that conversation, you push for the interview. This bypasses the broken ATS systems. You're not just another resume in a pile. You're a person they can't ignore. My candidate followed this advice. Two months later: several interviews, one dream job offer. I'm not telling you to abandon job boards. But exchange volume with intentionality. Start positioning yourself as the professional you are and humanize yourself Be the person they feel obligated to respond to. Not someone who gets lost in the talent pool.
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Tim Kitching liked thisTim Kitching liked this👏 Well done to our team member, Alan Cocks, who recently volunteered at the Coeliac Australia Sydney Gluten Free Expo at Randwick Racecourse! The event welcomed around 6,000 visitors each day, with over 70 volunteers working hard to make it a success. Alan was part of the crew that helped load and distribute more than 4,000 show bags, ensuring plenty of gluten-free goodies made their way to attendees. We’re proud to see our Coffey Testing team giving back to the community, and it was also great to see another familiar face, Garima Osti from our Sydney lab, who came along to support the event. Well done Alan, a fantastic effort for a wonderful event! 🙌
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Tim Kitching liked thisTim Kitching liked thisA big shout out to our Darwin team! 👏 Last week our Safety Manager, Gabe, visited the Darwin and Nhulunbuy labs to check in and catch up with the crew. While a few faces are missing from the photo, we want to give a huge thanks to the whole team, led by Lab Manager Jack Meredith, for their dedication, and commitment to keeping projects safe and on track. Your hard work doesn’t go unnoticed!
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Tim Kitching liked thisTim Kitching liked thisEmbracing my passion for restaurants! After more than a decade navigating the legal world of the restaurant industry at companies like McDonald's, Postmates, and Uber Eats, I've always had a passion for food, hospitality, and design. When I was diagnosed with autism and ADHD (AuDHD), it unlocked a new understanding of myself. My special interests, from interior design and art to food, wine, and politics, all pointed to one unique and exciting opportunity: investing in a restaurant on Capitol Hill. And so, Butterworth's was born. I found a team with an unparalleled passion for their craft and empowered them to create something truly special, taking a passive investor role. Butterworth's has quickly become a go-to spot for the city's top journalists, politicians, and residents, and featured in major publications like The Washington Post, New York Times Magazine, and Wall Street Journal. It's proof that following your passions can lead to extraordinary things. What passions have you pursued outside of your main career, and what did you learn along the way? #AuDHD #Neurodiversity #Restaurants #Hospitality #WashingtonDC #Entrepreneurship https://lnkd.in/eQ2ejsPnReview | At Butterworth’s, the food knows no party affiliationReview | At Butterworth’s, the food knows no party affiliation
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Tim Kitching liked thisTim Kitching liked thisCoffey Testing is proud to support Fulton Hogan on the Bland Shire Council Pavement Investigation project in West Wyalong, NSW. Our team is conducting detailed pavement investigations across existing roads and through concrete culverts, providing valuable geotechnical insights to guide future upgrades, maintenance, and infrastructure planning. More on Pavement Investigation: https://lnkd.in/gWkYnVDw
Experience & Education
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Coffey Testing
View Tim’s full experience
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Licenses & Certifications
Volunteer Experience
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Non Executive Director
Peer Support Australia
- Present 13 years 4 months
Education
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Deputy Controller
NSW State Emergency Service
- 11 years 5 months
Disaster and Humanitarian Relief
I commenced with the Mosman Unit of the NSW State Emergency Service as a volunteer. I became the Communications Officer in 1996 and the Deputy Controller in 1998. I was the 2IC of the unit from this point until I was promoted to the position fo Controller of the North Sydney Unit in 2006.
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Controller / Commander
NSW State Emergency Service
- 8 years 3 months
Disaster and Humanitarian Relief
As the Commander of the North Sydney Unit of the North Sydney Unit of the organisation I was responsible for all aspects of unit operations including budgeting, finance, training and sat not he Local Emergency Management Committee.
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Ordinary Committee Member
Sydney Bears Ice Hockey Club
- 1 year 1 month
Children
Board member of the Sydney Bears Ice Hockey Club
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Vice President
Sydney Bears Ice Hockey Club
- Present 5 years 5 months
Children
As the Vice President of the club of more than 200 members I am responsible for a variety of portfolios including working closely with the Treasurer and President to coordinate the amateur sporting association withe a budget of approximately $200 000 per annum.
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Tribunal Member and Occasional Chair - State Disciplinary Tribunal
Ice Hockey NSW
- Present 8 years 4 months
Health
As a member and Alternate Chair of the Ice Hockey NSW Disciplinary tribunal I hear disciplinary matters concerning player infractions and offences under the IHNSW by laws and the IIHF rules as a result of the games played under the auspices of the NSW State Ice Hockey Competition. This includes hearings and the resulting suspensions and other consequences of behavioural issues in the sport.
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Chairperson - IHNSW Risk and Audit Committee
Ice Hockey NSW
- 3 years 6 months
Health
As the Chair I reported to the President of Ice Hockey NSW and was a key advisor to the President. This committee was responsible for all risk Management including financial for the Sport of Ice Hockey in NSW.
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President
Ice Hockey NSW
- 3 years 8 months
Children
This role leads the sport of Ice Hockey in New South Wales
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Courses
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Certified Compliance Professional
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Languages
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English
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Organizations
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Australian Institute of Company Directors
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- Present -
Governance, Risk and Compliance Institute
Member
- Present
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Genevieve Hawkins
Genevieve Hawkins
I am the Founder of Mentally at Work and author of Shrinking Elephants and Mentally at Work.<br><br>I help Boards, Executives and leadership teams bridge the gap between brain chemistry and balance sheet – navigating the conflicts, commercial pressures and cultural dynamics that typically derail transformations. <br>Drawing from two decades leading major transformations at Allianz, Wesfarmers, and Coles, plus my foundation as an occupational therapist, management consultant and business owner, I bring a unique combination of the clinical science of behaviour change AND the commercial reality of P&L pressure. I speak the language of finance, operations, HR, and Boards. I've worked across multiple industries in highly regulated environments. And I bring all of it to help organisations actually make transformation stick.<br><br>I'm known for:<br>• Infectious energy and inclusive leadership<br>• Making the complex simple<br>• Building genuine trust across complex stakeholder groups<br>• Shrinking elephants—addressing what others avoid<br>• Creating sustainable commercial transformations<br><br>I'm particularly focused on helping organisations navigate the intersection of commercial transformation and human capability. Whether it's psychosocial risk, persistent conflict, cultural barriers to change, or leadership teams stuck in unproductive patterns—I help unlock the value that's trapped in organisational dysfunction.<br>If you're wrestling with transformation that's stalled, teams that can't have the conversations that matter, or the gap between strategy on paper and execution in reality—let's talk.<br><br>Connect: genevievehawkins.com.au<br>
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