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Top Book, Podcast, Tedtalk Recommendations of Strategy Bites Podcast Guests [Updated]

Top Book, Podcast, Tedtalk Recommendations of Strategy Bites Podcast Guests [Updated]


Do you have a few minutes to read? No matter where you are or what you’re doing, reading can be a great way to expand your knowledge. My guests typically come from Management Consulting or the world of Strategy, and have succeeded in their chosen paths. So by spending a few minutes reading my blog or listening to my podcast, you can likely benefit in some way.

Managers are always looking for ways to improve their management skills. Instead of taking a course, why not read the best books on management? These books have been recommended by top consultants around the world. Find out which ones you should be reading!

πŸŽ†Toby Norton-Smith-Smith – MD of X15 Ventures
πŸ“•Valuation: Measuring and Managing the Value of Companies by Tim Koller, Marc Goedhart, David Wessels

πŸŽ†Deanne Stewart – CEO of Aware Super
πŸ“•The Five Dysfunctions of a Team by Patrick Lencioni
πŸ“•The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues by Patrick Lencioni

πŸŽ†Jean Hayden – Strategy & Operations Director Google Cloud
πŸ“•True North: A Memoir by Jill Ker ConwayΒ &
πŸ“•Master of the Senate: The Years of Lyndon Johnson by Robert Caro

πŸŽ†James Twiss – CEO – Beforepay
πŸ“•War & Peace Novel by Leo Tolstoy

πŸŽ†Diane Smith-Gander AO – ED & NED and Former McKinsey Partner
πŸ“•Mentally at Work: Optimising health and business performance through connection by Genevieve Hawkins
πŸ“•Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds by Chris Bradley, Martin Hirt, and Sven Smit
πŸ“•Not Always Diplomatic: An Australian Woman’s Journey Through international affairs by Sue Boyd

πŸŽ†Rob Marcolina – Group Executive at Qantas
πŸ“• The Ride of a Lifetime by Robert Iger

πŸŽ† Joao Segorbe – EGM Strategy & Corporate Development at AGL Australia
πŸ“• The Signal and the Noise By Nate Silver

πŸŽ† Fiona Hayes-St.Clair – Chief Strategy Officer at QBE
πŸŽ™οΈ Brene Brown Podcast / Revisionist History by Malcolm Gladwell / Exponential View by Harvard Business Review

πŸŽ† John Lydon – Senior Partner at McKinsey & Company
πŸ“• Humble Consulting: How to Provide Real Help Faster by Edgar Schein

πŸŽ† Β Anthony Millet – Global Partner at Antler
πŸ“• The Hard Thing About Hard Things by Ben Horowitz

πŸŽ† Felix S. Danziger – HDPartners
πŸ“• Dare to Lead: Brave Work. Tough Conversations by BrenΓ© Brown

πŸŽ† Victor Cheng – CEO & Coach at Caseinterview.com
πŸ“• The Obstacle Is the Way Book by Ryan Holiday

πŸŽ† Amanda Price – Partner in Charge, Ventures KPMG Australia
πŸ“• The Hard Thing About Hard Things by Ben Horowitz

πŸŽ† Tim Moore – Director at Dorado Capital
πŸ“• Wealth, War and Wisdom by Barton Biggs

πŸŽ† Lili Sussman – Chief Strategy Officer at Wisr
πŸ“• The Power of Vulnerability by BrenΓ© Brown

πŸŽ† Liana Downey – Chief Executive Officer at Common Ground
πŸŽ™οΈ The Placebo Effect – Ted Talk

πŸŽ† Leah Weckert – Chief Executive Commercial and Coles Express at Coles
πŸ“½οΈπŸ“Ί The Power of Vulnerability / The Call to Courage by BrenΓ© Brown

πŸŽ† Tennealle O’ Shannessy – Chief Executive Officer at Adore Beauty
πŸ“• Thinking, fast, and slow by Daniel Kahneman

πŸŽ† Paul Mullins – Board Member at Investigo
πŸ“½οΈ Enron: The Smartest Guys in the Room

πŸŽ† Ilan Israelstam – Board Member at Betashares
πŸ“• Anna Karenina by Leo Tolstoy, Good to Great by Jim Collins

πŸŽ† Stephanie Knight – Chief Learning Officer at Management Consulted
πŸ“•πŸ“½οΈ Works of BrenΓ© Brown

πŸŽ† Adam Jacobs – Co-Founder at Hatch
πŸ“• The Consolations of Philosophy by Alian de Botton

πŸŽ† Lucy Wark – Founder at Normal
πŸ“• Winners Take All by Anand Giridharadas

πŸŽ† Stuart Fitzroy – Managing Director APAC at Rokt
πŸ“• Culture Code by Daniel Coyle

πŸŽ† Joshua Taylor – VP Strategy & Insights at PepsiCo
πŸŽ™οΈ Hardcore History by Dan Parlin

πŸŽ† Victor Cheng – CEO at CaseInterview
πŸ“• Richistan by Robert Frank

πŸŽ† Katrina Barry – CEO at me&u
πŸŽ™οΈ Legacy Podcast

πŸŽ† Steve Duke – Host of Two Roads Podcast
πŸ“• When Breath Becomes Air by Paul Kalanithi / Designing your Life by Bill Burnett and Dave Evans / Lost Connections by Johann Hari

πŸŽ† Asha Walsh – Associate Partner at Oaktree Talent
πŸ“• Lean In by Cheryl Sandberg

πŸŽ† Sophie Hayek –CEO at PropHero
πŸ“• Let My People Go Surfing by Yvon Chouinard

πŸŽ† Milosh Milisavljevic – Chief Customer Officer at Medibank
πŸ“• Essentialism by Greg McKeown / Effortless by Greg McKeown / Lost Connection by Johann Hari / Bittersweet by Susan Cain / No Rules Rules by Erin Meyer & Reed Hastings

πŸŽ† Anna Podolsky – CEO at Lyka
πŸ“• Power of Moments by Chip Heath and Dan Heath / Atomic Habits by James Clear

πŸŽ† Aliza Knox – Senior Advisor at BCG
πŸ“• Radical Candor: How to Get What You Want by Saying What You Mean by Kim Scott

πŸŽ† Wendy McKay – Managing Director at Pollination
πŸŽ™οΈ Outrage and Optimism by Christiana Figueres and Tom Rivett-Carnac
πŸ“•Before the Coffee Gets Cold by Toshikazu Kawaguchi

πŸŽ† Mailys Pauletto – Contract Consultant, Former Roland Berger Consultant
πŸŽ™οΈ The One You Feed by iHeartPodcasts

To listen to the full episodes of the Strategy Bites podcast click the link here in the comments or search “strategy bites” in your favorite podcast app.

Learn how to tell your story

Learn how to tell your story


Do you feel comfortable talking through your experience and taking people on the journey?

I know it can feel awkward when someone says ‘Tell me about yourself or talk me through your experience?’ However, this is more important than you think.

Your story should flow and give them a flavor of who you are and what you’ve done.

πŸ’‘Start from the beginning, (DO NOT start with current experience) what you studied and how or why you got into consulting, what industries you worked across, and what types of projects.

πŸ’‘Then give them an overview of each position you’ve had since then. You don’t need to go into specific examples here but you want to give the interviewer enough information to get a feel for your experience and then they can ask for specific examples themselves.

πŸ’‘Tell a story, make the interviewer feel like they traveled through that with you. Most people don’t know about consulting until someone taps them on the shoulder during university or while doing their MBA so it’s ok to say that.Β Make it personal. Did you start in law or engineering and found it wasn’t for you and wanted something more commercial and to understand a business more?

Storytelling is so powerful, it engages emotions and creates a connection between you and the interviewer, making you more memorable and impactful.

Personally, I love hearingΒ someone’s story and why they have made the choices they have. Obviously, there is a fine line of talking too much so make sure you share the highlights and you can delve into more detail later.

If you are a strategy consultant and would like any help with telling your story, please reach out.

Learn how to tell your story
#Oaktreeleadership #candidatetips #strategyjobs Β careeradvice oaktreetalent


How to Stop Procrastination

How to Stop Procrastination


Procrastination, that elusive dance with time, is a peculiar phenomenon that transcends the boundaries of age, occupation, and culture. It is the art of delaying the inevitable, a subtle rebellion against the relentless ticking of the clock. Like a sly companion, procrastination often disguises itself in the guise of momentary distractions, promising a temporary escape from the pressing tasks at hand.

At its core, procrastination is a complex interplay of psychological factors. Fear of failure, coupled with a dash of perfectionism, can lead one down the winding path of postponement.
The mind, in its intricate ways, seeks refuge in the comfort of delay, nurturing the illusion that more time will somehow transform the daunting into the manageable.
Yet, the paradox lies in the bitter aftertaste that accompanies procrastination.

What initially seems like a fleeting victory over responsibility becomes a self-imposed trap, ensnaring the procrastinator in a cycle of guilt and anxiety. The very act of avoidance can amplify the stress that one sought to escape, creating a vicious circle that undermines productivity and erodes self-esteem.

The allure of procrastination is not at all rooted in laziness, rather, it’s a testament to the intricate workings of the human psyche. It is a struggle against the relentless demands of modern life, a rebellion against the perceived tyranny of time. The mind, in its quest for solace, craves the brief respite that procrastination promises.

Overcoming procrastination requires a delicate balance of self-awareness and discipline. Recognising the underlying fears and anxieties that fuel procrastination is the first step towards liberation.

Setting realistic goals, breaking down tasks into manageable steps, and cultivating a mindset that embraces imperfection can help chip away at the procrastinator’s fortress.

In the end, procrastination is a universal foe, an adversary that lurks in the shadows of every endeavour. Confronting it requires not only a strategic approach, but also a willingness to understand the deeper motivations that drive this seemingly irrational behaviour.

As we navigate the intricate dance between duty and diversion, we unravel the layers of procrastination, hoping to emerge on the other side with a newfound sense of purpose and productivity.

How to Stop Procrastination

#Oaktreeleadership #candidatetips #strategyjobs

Common feedback we get on Candidates

Common feedback we get on Candidates

Common feedback we get on candidates?

β€œGreat skillset, but I couldn’t confidently put them in front of the CEO”.

A bit of a generalisation here but we typically find three types of consulting candidates.

1/ Super Confident

Excellent at self-advocating for themselves. Can be overly relaxed and have done little preparation. Relies on their pedigree. Usually likable but with a dash too much ego.

Upside: Clients want someone who is able to speak to any stakeholder confidently and command the attention of those who matter.

Downside: You can be seen as having too much ego which may rub certain stakeholders up the wrong way.

You can come across as disinterested in the specific opportunity or that you are too good for the role.

Clients also worry about team dynamics.

Perceived overconfidence can also be masking insecurities.

These candidates often take constructive feedback or rejection poorly.

2/ Skilled, qualified, β€œgreat on paper”

Unassuming. Smart.Β Often likable but can come across as lacking β€œUmph” or gravitas.

Will often rely on doing a good job to be seen. A typical insecure overachiever. Can come across as nervous in interview even if well prepared.

Upside: Clients may see you as a safe pair of hands. You will make them look good with quality work that they may end up presenting. They like to have a team of high achievers with great pedigree, as it attracts other high achievers.

Downside: Clients can worry about your influencing skills; they may need you to present to senior stakeholders.

It is all well and good producing quality work, but can you get anyone to listen to you, or to take you seriously?

Clients will wonder if you’ll be enjoyable to work with & how much input will be needed to bring you up to speed.

They may be concerned if the role is a succession plan role for fear it may take too long for you to gain the confidence of key stakeholders.

3/ The humble achiever!

Good on paper, even better in person. Quietly confident, personable, builds rapport quickly, articulates achievements succinctly, holds eye contact, is calm, collected, and well prepared. Has a solid answer for why they want the role.

Upside: The client feels you will make a positive impact on all stakeholders and team members so will be able to hit the ground running.

They are excited at the prospect of working with you. Even if there may be one or two skill gaps they are more likely to feel comfortable that you can be successful in the role.

Downside: If you are not a top-tier trained candidate, and if the client has a bias, it could be a point of hesitation however our stats show this is not usually a showstopper… not anymore.

We love working with candidates that fall into category 3. So do our clients. As long as you have a skill set, you are more likely to get the role than those with a top-tier pedigree, who are perfect on paper but fall into category 1 or 2

Be like candidate 3!

Common Feedback we get on Candidates

#Oaktreeleadership #candidatetips #strategyjobs

Job Candidates need to be ‘Top 10pc’

Job Candidates need to be ‘Top 10pc’

Article by Edmun Tadros
Professional Services Editor

Management Consultants will struggle to land new roles until Easter next year, but accounting, tax, audit and cyber experts continue to be sought after by major consulting firms, according to recruiters.

The mixed employment market, caused by a widespread slowdown in public and private sector demand for management consultants, has already led to big four firms Deloitte, EY, KPMG, and PwC as well as Accenture, taking various measures to reduce or defer costs.

So far, only KPMG and Deloitte have made job cuts, but is likely other firms will follow suit if the downturn continues, as expected, into next year.

While the big four are looking to hire for in-demand areas, recruiters note there are fewer pay bumps and sign -on bonuses on offer compared with the bumper COVID-19 and post pandemic period when professionals were suddenly in short supply.

The fall in demand for general advisory services was evident from the start of the year, said Brook Coxon, co-found and director of specialist recruitment business Lemon Talent.

“It normally starts again in February after summer, but it was clear it was going to be slower this year,” said Mr. Coxon, who specialises in placing strategy and operations consultants.

“The news with PwC in May and the Labor government trying to cut down on consulting hasn’t helped, either.”

Big four consulting partners were not expecting demand to pick up again this year.

“They tell me it’s not going to pick up before the end of the year; they don’t think it’ll pick up until Easter.” Mr Coxon said.

Demand for general management consultants, strategy consultants, and operations consultants had all dropped off, he said. But there was still strong demand for risk advisory consultants, thanks in part to ongoing remediation programs at the large banks, and for cybersecurity experts and those verse in financial crime topics like anti-money laundering.

His advice for anyone within the large consulting firms wanting to get out was to consider looking to smaller firms or moving into an industry role.

“You’re unlikely to land a job at one of the bigger consulting firms, but maybe look at one of the smaller firms. Or consider industry or contracting roles if you really want to get out,” he said.

Thomas Patroni practice lead at Sustain Recruit, agreed that auditors were in demand, while there had been a drop-off in demand for technology consultants.

“In my interactios with various firms, it is evident that auditors are presently experiencing a heightened demand, a trend that is particularly pronounced within the big for firms.” Mr Patroni said.

Decreased demand for technology advisers meant salaries in tha area were either steady or going down compared with the COVID-19 and post-pandemic boom across the sector.

“This predicament has led many firms to recalibrate their salary offerings downward compared to the corresponding period last year,” he said.

The shifting market had led to consultants contracting recruiters in their search for an exit plan, said Ilan Leshetz, who specialises in placing strategy and transformation consultants.

“Across the board, consulting firms are not selling as much as they were during COVID and in the good days after COVID, the first six months or so,” said Mr. Leshetz, a partner and co-founder of Oaktree Talent Group.

“The big firms – the big four and Accenture – are heavy cost-base businesses. When people are on the bench, that costs millions. We’ve definitely seen an uptick in approaches from people in the firms.”

The reason for wanting to leave varied by the level of the candidate.

“At the more senior end, it’s contemplating about whether they want to become sales partners but they like delivery. At the junior end, there are specific diving-off points where your market value and opportunities are attractive,” Mr. Leshetz said.

“For example, for a manager at Accenture, there’s an abudnance of opportunities for them to leave at the level and at a price that is attractive to them and reasonable for other employers.”

A manager at Accenture will earn at least $140,000 according to the latest publicly available figures from 2022-23 while a senior manager can expect to earn from $175,000.

But Mr. Leshetz warned that companies are typically picky about hiring from the big four and Accenture.

“There’s such a variability in capability from the big four and Accenture that it’s hard for clients to know who to pick. So they can take longer to decide,” he said.

The candidates need to have both likeability and technical competence. You need the balance.

“They got to be personable, likeable, affable, as well as [have] technical [skills], They also need [to] be regarded internally as top 10 percent in their cohort.”

Job Candidates need to be 'Top 10pc'

#Oaktreeleadershiptips #Strategyjobsaustralia

Diary of a CEO

Diary of a CEO


CEOs of organisations across the world are grappling with a myriad of challenges and concerns that keep them awake at night.

These concerns extend beyond their specific industries and are often shaped by global economic, social, and technological trends.

Here are some key issues causing sleepless nights for many CEOs:

πŸ”‘ Cybersecurity:
CEOs are increasingly worried about data breaches, ransomware attacks, and the potential damage to their company’s reputation and bottom line.

πŸ† Talent and Skills Gap:
Finding and retaining top talent has become more challenging than ever in a highly competitive labour market. This is imperative to drive growthing and innovation.

πŸ₯‡ Customer Expectations:
Meeting and exceeding ever evolving customer expectations in products, services, and experiences is a perpetual concern. How to remain customer-centric is a top priority.

β›” Regulatory Compliance:
Regulations and compliance requirements are becoming more stringent, making it essential for CEOs to ensure their organisations are adhering to legal and ethical standards to avoid hefty fines and damage to the brand’s reputation.

πŸ€ Environmental and Social Responsibility:
The growing awareness of climate change and social issues places immense pressure on companies to act responsibly. CEOs are concerned about sustainability, corporate social responsibility and the need to align the organisation with these values.

πŸš› Supply Chain Disruptions:
The COVID-19 pandemic highlighted vulnerabilities in global supply chains. CEOs are worried about disruptions due to unforeseen events that can impact production and distribution.

πŸ“± Technological Disruption:
Rapid technological advancements, from generative AI and automation to blockchain and the IoT, can present opportunities as well as disrupt traditional business models.

πŸ₯Š Market Competition:
The global marketplace is more competitive than ever, with new entrants and innovative startups challenging established players. Businesses must be agile enough to adapt to changing market dynamics to maintain their market share and profitability.

πŸ’° Economic Uncertainty:
Economic volatility, trade tensions, and inflationary pressures can significantly impact a company’s financial stability. CEOs want to remain financially resilient in uncertain times.

🌍 Geopolitical Risks:
Political instability, trade disputes, and international conflicts can have far-reaching implications for global businesses. CEOs need to plan accordingly to safeguard their interests.

Diary of a CEO

In today’s fast-paced & interconnected world, CEOs must be vigilant and proactive in addressing these and other pressing issues to steer their organisations towards long-term success. While these concerns may vary from one industry to another, the ability to adapt, innovate, and make informed decisions remains a common thread among CEOs striving to stay ahead in a challenging business environment.

#Oaktreeleadershiptips #Strategyjobsaustralia