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The article focuses on Sol Trujillo, chief executive officer of Australia-based telecommunications company Telstra Corp. Ltd. Skepticism about Trujillo's company-wide transformation program and criticism on his management style has produced constant speculation about his future with the company. But he maintains that he sill see through the five-program he begun in July 2005. INSET: TELSTRA iPHONE SPECULATION..

The article looks at the leadership abilities and strategies of the founders and chief executives of companies included in "BRW" magazine's Fast 100, a list of the fastest-growing companies in Australia based on turnover from 2006 to 2007. According to the chief executives, the hallmarks of successful leadership include the ability to motivate staff, ability to delegate, being visionary and the ability to listen and make difficult decisions.

Focuses on the dilemma facing chief executive officers about short-term gains that can undermine their company's long-term strategy. Australian firms that have been saddled by the dilemma; Pressure on chief executive officers to provide short-term results; Views of several chief executive officers on the issue.

Provides information on The Executive Connection, an international organization that provides continuing learning and development for chief executives, managing directors and business owners. Members of the organization; Categories of membership; Importance of the business networking opportunities offered by the organization. INSET: Executive suite.

Discusses the changes in the role of chief executive officers. Uncertainties in the life of chief executives; Challenges faced by such executives; Problems with hiring an outsider as chief executive.

Presents information on the changing nature of the position of chief executive officer (CEO) in Australia and the additional pressures they encounter in the late 1990s. How the floating of the Australian dollar left companies open to international pressures; Greater demands on their leadership skills and time; How short-term goals are given precedent over long-term strategies; Comments from David Benn of Korn-Ferry International.

The article features Steve McCann, chief executive officer of Lend Lease, an international property group, and explains how he improved the company. It provides an overview of McCann's professional credentials and states that he started with Lend Lease in early 2000 as an investment banker in an advisory capacity. It reports that Lend Lease had expanded too fast into too many countries, causing its performance to suffer, and explains how McCann trimmed the company to improve efficiency.

The article features chief executive officer (CEO) Richard Goyder of Westfarmers. It states that Goyder views acquisition of business with poor performance involves bringing in good management to improve business performance and to take calculated risk. It also mentions that Goyder seems calm in managing the company's diverse conglomerate. Moreover, Goyder remains cautious despite comments that Westfarmers can make more acquisitions.

The article discusses Semco CEO Ricardo Semler's management style for the Brazil-based company. Semco has an unorthodox structure, where hierarchy is unimportant and creativity and questioning are encouraged. Semler implements a business structure or mode of work that permits the company to recreate itself. Through Semler's leadership, the company has increased its revenues fourfold to more than $160 million in a decade.

Profiles Grahame Maher, CEO of Vodafone Australia in Australia. Work experience in the mobile telephone industry; Family and career background; Achievements in managing the company.

The article profiles KPMG chief executive officer (CEO) Geoff Wilson. According to KPMG chairman Michael Andrew, Wilson works hard on cultural alignment and thoroughness across the organisation. It mentions that Wilson and the company carefully select its target including financial, energy, and government sectors. Moreover, it states that Wilson wants to keep the flexible work arrangements in the company and 20 percent of the company's partners will be compromised by women.

The article provides information on the effective leadership at the Wesfarmers Ltd. It notes that the successful acquisition of Coles by Wesfarmers is attributed to the business attitude of Wesfarmers chief executive officer (CEO) Richard Goyder, wherein he considers the need for cultural change. It further notes that Michael Chaney, Goyder's predecessor, has left distinguished reputation for the company, which helps to boost Goyder in maintaining the legacy of respect.

The article focuses on Jim McKerlie, group chief executive at Bullseye Group LLC in Sydney. It notes that the Bullseye Group hired two senior developers and dismissed the no hires policy in July 2009. It states that McKerlie is glad about working on Business@100mbs. Meanwhile, Mckerlie said that his biggest financial challenge is caused by debtors who are slow to pay. Moreover, he believes that the company will survive and recover to its former level of prosperity within six months.

The article focuses on the leadership transition in companies. It says that the financial crisis has urged entrepreneur founders to hire chief executives to manage their business. It notes that the founders may want to step back from managing because of the notion that the company is in need of new management skills and lack of enthusiasm to run the business in recession. It features the companies Salmat and Blackmores Ltd. which hired new managers to lead the companies.

The article profiles Owen Hegarty, chief executive officer of Oxiana. In early March 2008, it was revealed that Hegarty would lead the $10 billion company to be formed by the merger of Oxiana and fellow miner Zinifex. However, the task has been assigned to Zinifex's Andrew Michelmore. The article reveals that respect and openness are the hallmarks of Hegarty, who is happy to stand aside from the top role in the merger with Zinifex.

The article reports that many chief executive officers in Australia are responding to the unrelenting pressure of being a corporate leader by joining peer-support networks. These networks provide confidential forums for discussion with peers and help alleviate many of the stresses involved in running a corporation.

The article points out that association leadership roles are no longer given to a diehard industry veteran but to those who want to gain experience and those who do it from a values perspective. While the skill set need for each industry group is different, common skills include stakeholder management skills, a background in corporate affairs or lobbying, media skills, and project management experience.

The article shares the insights of Greg Gailey on true global perspective on business and industry, explaining the success of Zinifex. Gailey is the chief executive of the company, who engineered the most dramatic recovery in Australian business in the past 5 years. He believes that rationalization is good for the suppliers because he do not think it is good for customers. He admits that there will be further consolidation in zinc, as there will be in any company as open as they are.

The article focuses on the companies, which are considered the least admired based from the S&P/ASX 100 survey, in Australia. These companies include Amcor, Telstra, Paperlinx, Zinifex, and AWB. The company which was chosen to be the least admired is Amcor, followed by Telstra. Sol Trujillo, the chief executive of Telstra, has reviewed the strategies of the company and embarked on a bitter argument with its shareholder, which is the Federal Government.

The article describes how the lack of a succession plan failed Coles Myer to outperform its rival in Australia. In the hope of turning around the ailing retail giant, the company' board appointed John Fletcher as CEO. Unfortunately, succession has not gone the way either Fletcher, or the board, had hoped. In effect, the company's problems extend well beyond its failure to outperform Woolworths. This has brought much skepticism in the business community.

The article focuses on the short-term perspective of boards and shareholders which according to the author is the biggest challenges for chief executives. The top five problems keeping chief executive officers awake at night as stated by chairman and founder of Australian firm Merryk, David Carter, include short-term vision, chief executive sandwich, broken business model, technology, and recruitment.

Focuses on the importance of skills and leadership among CEO whether generalist or specialist in Australia. Factors that determines whether a company needs an industry or generic management; Comparison of former and present CEO of retail store Coles Myer; Pros and cons of a generalist and a specialist executive; Need for someone with leadership ability, generic management skills and industry experience; Rise in the percentage of companies that look for executives from outside of the firm.

Reports that institutional capitalism is changing the role of the chief executive officer. Reflection of corporate governance structures; Requirement for the financial expertise of board members; Extent of the influence of shareholders in management.

Profiles Alison Watkins, chief executive at Australian fruit-juice maker, Berri as of July 2004. Education and personal background; Career highlights; Experience and expertise; Management style; Business philosophy.

Profiles Deborah Rathjen, chief executive officer at Bionomics Australia as of July 2004. Education and personal background; Career highlights; Experience and expertise; Management style; Business philosophy.

Discusses the problems confronting newly installed chief executives during the first one hundred days in management. Scrutiny of executives' behavior and management style; Consideration for staff motivation and operational procedures in the decision-making process; Collaboration with executive coaches.

An interview with Maria Halasz, Cellmid Chief Executive Officer, is presented in which she stated that her biggest challenge was turning around the company when the original business failed due to serious funding issues and Halasz was able to manage the problem by convincing current Chairman David King to join the Board 4 years ago.

This section offers news briefs relating to business management in Australia as of April 12, 2012. Employers and workers have rated cultural fit as the most important criteria in hiring or joining a company. Rosemary Howard from the Australian School of Business warns that chief executive officers (CEO) who focus solely on short-term results may cause long-term damage to their companies. AusIndustry has issued registration requirements guidelines for the development tax incentive.

The author reflects on the roles of the leader and the manager in addressing the challenges brought by global business. She discusses how natural disasters have disrupted global business transactions. She draws upon the statements of Qantas chief executive Alan Joyce who characterizes business ecosystem as complex and unpredictable. Finally, the author maintains that a manager arises from corporate hierarchy and that a leader arises from expertise and experience.

The author contends that the global financial crisis has changed what is expected of chief executive officers (CEO). He believes that greater expectations from employees and investors have led to greater transparency on the performance of chief executives. He agrees with Mark Feliz, global chief executive of leadership consultancy rogenSi, in saying that a CEO has now the responsibility to set direction of the business and execute on it.

The article features Ruslan Kogan, founder and chief executive of Kogan. He is also a co-founder of online retailer Milan Direct. One of his entrepreneurial attributes is his attitude to reject no for an answer. His egalitarian management style defines his capability to direct and manage people in a manner that challenges authority.

This section offers news briefs related to management in Australia. A course on infrastructure proposal development will be presented by the Australian Institute of Management and Infrastructure Australia on March 9-10, 2011. A survey showed that Queensland chief executives are worried about the impact of natural disasters on business conditions. According to research by Melbourne Business School, cultural minorities are more committed to their organisation than those who are part of the cultural majority.

The article offers tips for newly appointed chief executives and senior managers who according to the author have much to learn by opening themselves to a diversity of views, opinions and experiences.

This section offers news briefs concerning business management in Australia. The CEO Institute and Mt. Eliza Executive Education have partnered to create a Certified CEO program that will start in 2011. A survey by Hays found that 20 percent of organizations employ contract and temporary staff. The National Centre for Vocational Education Research revealed that at least 23,000 people started a trade apprenticeship .

This article reports on the need for accounting firms to appoint a chief executive to manage the practice. Rob Pillans was appointed chief executive at RMG Partners to enable the partners to focus on expansion. For the 2010 financial year, RMG was able to generate 5.5 million dollars in fees. According to Pillans, the firm is considering growth strategies for 2011. Nixon Advantage business coach Rob Nixon cites three things that partners can freely do if they hire full-time business managers.

The article presents tips from John McGrath, founder and chief executive of McGrath Estate Agents on how to double a business in 12 months and work 500 fewer hours. He stresses the importance of being clear about what doubling your business will look like. He points out the need of getting rid of any doubt about the ability to achieve the goal. He also notes the importance of developing a simple plan.

The article offers pieces of advice on business recovery. According to John McGrath, chief executive of McGrath Estate Agents, the first thing that business owners should do is to visualise what the business will look like and work out what the business must do to achieve their goals. The author stresses that businessmen should ensure that their goal is achievable, and should take responsibility on it. Being serious about taking the business into a higher level is also suggested.

An interview with Gavin Bell, managing partner and chief executive officer (CEO) of Freehills, is presented. When asked on the number one tip regarding business management, Bell refers on the significance of listening to business clients. Moreover, Bell notes his admiration for his predecessor Peter Hay due who showed dedication to the firm, client and people. Meanwhile, Bell cites a quote from Aristotle which implies that excellence is a form of established custom rather than series of acts.

The article profiles regional chief executive Peter Widdows of H.J. Heinz Co. It states that Widdow's experience as a former engineer with the British Army has helped him a lot as the senior executive of H.J. Heinz where he handles senior roles. It notes that Widdows got involved in redesigning work practices and corporate values settings when he became the managing director. Moreover, it mentions that Widdows focus more on strategic planning than operations.

An interview with CMC Markets for Australia and New Zealand chief executive officer (CEO) Barry Odes is presented. When asked for advice on people management, he says that officials must empower their people and include them in the decision-making process. He adds that key factors for the management of business is to be confident in managing. He notes that his greatest regret in his career is when he did not spend more time working in financial services overseas when he was still young.

An interview with Dyesol chief executive officer (CEO) Gavin Tulloch is presented. When he was aked on the most important relationship he had for business, Tulloch stresses the efficiency of establishing a relationship with the whole team to achieve business goals. Meanwhile, Tulloch advises business firms to avoid debts and not to outweigh others' capabilities along with business management. Moreover, he also emphasizes the significance of positive cash flows in business.

An interview with the chief executive officer (CEO) Russel Howcroft is presented. When asked about the name of a business leader he admires, he refers to Sir Frank Lowe, the founder of Lowe Howard-Spink where he worked for in Great Britain. Howcroft states that managing people and a business would need trust and growth. Howcroft believes that successful ideas would be those ideas a company desires to establish, the client would buy, and consumers want to have.

An interview with the KPMG chief executive officer (CEO) Geoff Wilson is presented. When asked to identify a business leader he admires, he mentions company director Bob Mansfield, investor Warren Buffett and chief executive Gail Kelly of Westpac Banking Corp. He advises spending time in a wise manner for better business management. He mentions that the best advice he has received is to listen more than you speak.

An interview with national chief executive of Grant Thornton Australia Robert Quant is presented. When asked about a business leader he admires, he cites Gail Kelly for being loyal to her staff representing the Westpac brand and for giving time to her family. Thorton said that working out and delivering the demands of the clients is his number one tip for managing a business. Moreover, when asked how he achieves work-life balance, he said he gets up early and takes his weekends for his family.

An interview with PoolWerx chief executive officer John O'Brien is presented. When asked about his number-one tip for managing people, he said that it is important that managers ask questions and listen to their subordinates. He relates that purchasing a competitor is the cheapest way to succeed, which is the best piece of advice he ever received. He also shares that he balances his work-life by allocating one week each month as a nonworking week to bond with his family.

An interview with Don Grover, chief executive officer (CEO) at Dymocks Group is presented. When asked about a business leader he admires, he refers to Westfarmers managing director Michael Chaney whom he looks up to for his business wisdom, incisive management, and strategic thinking. Grover highlights the value of taking the time to find the best staff and listening to them. He states that losing sight of one's customers is critical in managing business.

An interview with Ines Scotland, chief executive officer (CEO) of Citadel Resource Group, is presented. When asked about a business leader whom she admires, she refers to Cynthia Carroll and Marius Kloppers, CEOs of Anglo American PLC and BHP Billiton Ltd., respectively. She indicates that it is important to be inclusive and to allow people show their strengths in managing people. She explains trusting one's extinct is the best advice that she had received.

The article offers updates related to business management in Australia. The IRD Group, a research firm for sales leads, identified 6800 leads in March 2009. Small and medium enterprises reported that the National Australia Bank Ltd. is experiencing poor business performance. David Wakely is the new chief executive of the Australian Institute of Management.

An interview with chief executive officer Paul Broad of AAPT Ltd. is presented. Broad believes that respect is the primary concern when managing people. Broad conveys that his number-one advice for managing business is for the manager to be clear about what he/she wants and being open to suggestions on how to achieve his/her established goal. He also shares that the trust of his team is the most important relationship he has in the business.

The article focuses on the success of Rachel Argaman, chief executive officer (CEO) of Toga Hospitality in Australia. She says that by maintaining the running cost low, the company had larger gross operating percentages than other industry. She is recognized as Telestra Business Woman of the Year for New South Wales for being a role model to the other women and for inspiring her staff to have a great pride in the business.