CEO MONTHLY / Chairperson Awards 2022 5 That means researching and developing solutions fit for purpose for their immediate purchasing requirements.” Of course, finding ways forward in such a complex environment is by no means easy. The team have made it their mission not purely to offer solutions, but to listen to what problems actually need solving. “That means consulting with politicians and bureaucrats to understand the needs of government,” Con tells us, “and engaging with academia to co-create innovative solutions to meet those needs, now and in the years to come.” Such engagement means that the team’s plans are futureproofed, carefully designed around where nations and their citizens are headed next. “And a chief part of my role as Executive Chairman is ensuring governments are better informed and advised today and tomorrow than they were yesterday,” Con adds with a smile. The growth of Asuria belays the underlying ambition of Con’s approach to the organisation. “I have little interest in becoming the largest in the world just for the sake of it,” he says. “My goal is for Asuria to be the best. That means constantly striving to be the most innovative provider of solutions, and a world-class thought leader in human capacity development.” When looking at how Asuria has positioned itself, it’s clear that this is a business which is designed to evolve. Con brings an awareness of this goal to the table, and has used his leadership to collaboratively address challenges and obstacles, rather than dwell on successes. “I encourage managers and leaders to come to their board meetings with things that keep them awake at night so we can fix them together, rather than bringing me vanity metrics and shallow success stories that paper over problem areas,” Con tells us. The cultural shift at the company was by no means straightforward to carry out. Since 2016, the ways in which the various teams at Asuria operate have been polished to perfection. Before, people struggled to stand out, and the business suffered for it. Under Con’s leadership, success has come easily to the team. By focusing on what they do best, namely offering an Enterprising Heart to all who ask for help, the team have secured an array of contracts from governments internationally. Now the team is built on the creation of new ideas, being imaginative, resourceful and adaptable to change, and constantly striving for continuous improvement. “From a leadership point of view,” Con tells us, “it means being brave and authentic enough to challenge ourselves. It also means being comfortable with being challenged – in a respectful way – by those who believe in a better way of doing things.” The value of being challenged to be better is core to Con’s continued success. The improvement of Asuria was achieved, in no small part, through making this crucial to the company from the
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