Podcast is also available on the versions below:
Get Notified Of Future Episodes on Apple Podcasts | Spotify
Project team engagement is how connected, clear and motivated the people on a project feel about the work and about each other. According to Jade Lee, it is largely decided at the start of a project, and it rarely fixes itself later.
Jade is a Brisbane-based workplace culture and engagement specialist with more than 20 years in talent management. Most of her work sits in resources, mining and engineering. Her book, What My Sherpa Taught Me About Teams: A Guide to Engagement at Work, uses the role of a Sherpa on a mountain as a model for how leaders support teams.
In Episode 70 of The Jane Anderson Show, Jade explained how a personal turning point became three practical programs: project kickoffs, new starter onboarding and leadership coaching.
This article pulls out the parts project leaders can use. It covers why engagement is so scarce, how to build connection from day one, what structured onboarding changes, and why Jade thinks a focused 20 minutes a week goes a long way.
Why is project team engagement so hard to get right?
Project team engagement is hard because it depends on habits that busy leaders tend to skip: early connection, clear direction and regular, focused attention. None of these is complicated. As Jade put it, the real problem is that most workplaces don’t do the basics well.
What does “engaged” actually mean?
Jade describes three rough groups. About 20% of people worldwide, she says, are regarded as engaged in their jobs. Most of the rest sit in the middle, which she calls “going with the flow and taking home the dough.” Another group, again about 20% by her estimate, is actively disengaged and can cause problems for the people around them.
Her mission is to move more people into the engaged group, so they feel they are contributing and adding value.
Gallup’s data points the same way. Its State of the Global Workplace 2026 report found that global engagement fell to 20% in 2025, the lowest level since 2020. Its Australia country data puts Australia at 21%.
Why are project teams especially exposed?
Jade’s niche is teams that have to come together quickly. That includes engineering consultancies, mining organisations, resources companies and, more recently, new energy projects.
She makes a simple observation about timing. When a project starts up, leaders have the most influence on how it turns out. It is also when the team is at what she calls a fledgling stage, with people who may barely know each other. That combination makes the start a high-leverage moment, and an easy one to waste.
For more on how project teams create impact, listen to my conversation with Jeanette Cremor on real project leadership.
What can a Sherpa teach leaders about teams?
Jade’s book uses the Sherpa analogy to explain engagement at work. The idea is that leading a team is like climbing a mountain, and the best leaders behave like Sherpas. That is the idea behind Sherpa leadership.
How did Jade’s own story shape the idea?
Around seven years before the interview, Jade was feeling disengaged, lost and disillusioned at work. She took six months off, travelled through Vietnam and Cambodia, then decided to trek to Everest Base Camp in Nepal. The guide who carried her pack on that trek is now her husband.
On the trail she noticed something that stayed with her. By her account, people earning about $25 a day seemed engaged and happy in their work. Back home, many Australians on six-figure incomes, with nice houses and everything they could want, were not.
That contrast raised a question she has worked on ever since: how can workplaces create happier, more engaged employees who also get more done?
What does a Sherpa leader actually do?
A Sherpa does not race to the summit first. A Sherpa supports everyone to get to the mountain and helps people back down safely afterwards.
Jade applies that to leadership. A Sherpa leader does three things:
Provides support
Provides direction
Creates an environment where people can collaborate better together
Why celebrate milestones along the way?
One of the Sherpa lessons in the book is about celebrating success. On the trekking trail, you walk for a couple of hours, stop for a drink and look back at how far you have come.
Jade says teams often forget to do this. For a project team, the same habit might mean pausing at a milestone to acknowledge progress before moving on to the next task. I linked the idea to a growth mindset, and Jade agreed.
Why does simplicity matter?
Jade’s husband used to guide a new group of people up and down the mountains every two weeks. He built connections quickly because he knew happier clients meant a better experience for everyone.
When he started working in Australian workplaces, he found the politics hard to understand. He wondered whether colleagues were jealous because he worked hard. Jade says watching him adjust made her ask why workplaces carry so much drama.
Her answer is in the book: people crave connection and a simpler way of working together, and it does not need to involve as much drama as we tend to create. She calls that the simple Sherpa lifestyle.
How do you engage a project team from day one?
Jade’s approach is to use the project kickoff to do three things: get clear on the vision, connect the people and build support into the team. In practice that breaks down into five steps.
Treat the start-up as your biggest chance to influence the result. This is when the team is most open to direction.
Get clear on the vision. Make sure everyone understands what the project needs to achieve.
Connect people early. Don’t wait for the team to gel on its own.
Agree how the team will communicate. Jade’s kickoffs help teams work out how they will communicate better and collaborate more.
Put support in place within the team. Support should be part of how the team operates, not an afterthought.
Jade didn’t walk through a full kickoff agenda in the episode, so treat these steps as principles rather than a template.
Why does a project kickoff meeting matter so much?
Jade runs kickoff meetings as one of her core programs. The aim is to fast-track the connection that would otherwise take months to form.
She also runs restart meetings for project teams that need to realign. The goal is the same: get everyone clear on what they need to achieve and how they will work together.
How should you onboard new starters in the first 12 weeks?
Jade recommends a more intensive, structured start for new starters across their first 12 weeks. It gives them direction early and lets managers judge fit with confidence.
Why does “hit the ground running” backfire?
Jade spent years in recruitment, and she often heard hiring managers say they wanted someone who could hit the ground running. Her reply was always the same: “Where do you want them to run to?”
Without support, new starters have to work everything out for themselves. They guess what matters, who to ask and what good looks like.
What does structured support give the manager?
Jade points to a common moment at the end of a probation period. A manager is unsure whether the person is right for the role, and wonders whether they simply didn’t spend enough time with them.
Structured support removes that doubt. If the manager has supported the person well, they can make the decision with clarity. Jade says the support also shows very clearly whether the person is the right fit.
Structure helps the new starter too. When people know what to do each week, they know they are on track. Busy managers lose focus, so reminders and simple processes help onboarding actually happen.
The episode explained the principle rather than a week-by-week plan.
Is a 20-minute weekly conversation enough?
In Jade’s view, a focused 20 minutes with each team member once a week is probably all most leaders need. The condition is focus: no checking email, no taking calls, fully present.
What does “focused” mean?
Jade says leaders are often thinking about an email they need to send, glancing at their inbox or taking a phone call while a team member is talking. The goal of the 20 minutes is for people to feel valued and appreciated, and that only works if they have your full attention.
That 20-minute guideline is Jade’s professional view, not a research-tested rule. It is a useful starting point, not a formula.
Why do leaders still skip it?
Jade says everyone wants the people on their team to succeed, but people get busy and lose focus. Structure helps. Knowing what you need to do this week, and being able to see you are on track, makes it far more likely to happen.
I added that even simple practices need accountability to stick, particularly for executives who are pulled in many directions.
Two related episodes: Sue Anderson on how to give feedback at work and Maya Nova on mindful leadership and self-awareness.
Why do engineers who become leaders need support?
Jade has recruited, mentored and coached many engineers over the years. She says people in engineering and other technical specialties are often put into leadership roles without the support to succeed as leaders.
In her experience, the ability is already there. What they need is guidance and coaching to get the most from their teams. She sees a real need for it in the market.
Gallup’s latest report shows why leadership support matters. It found that lower manager engagement accounts for most of the recent global downturn, with manager engagement falling from 27% to 22% between 2024 and 2025.
Related listening: Leonie McCarthy on leading tech projects through retail digital transformation.
How do drama, bias and psychological safety fit in?
Jade and I talked about how workplace culture is evolving. We covered unconscious bias, having the right people on teams, giving everyone an opportunity to contribute and valuing the diversity of ideas people bring.
Jade also shared that she experienced workplace bullying herself, and that it added to her conviction that people need greater connection at work.
In Australia, psychological safety is also a legal matter. Under WHS laws, businesses and organisations must eliminate or minimise psychosocial risks so far as is reasonably practicable. Safe Work Australia publishes a model Code of Practice on managing psychosocial hazards at work.
A model code only has legal effect where a jurisdiction has approved it. Queensland’s Managing the risk of psychosocial hazards at work Code of Practice has applied since 1 April 2023, and other states and territories set their own requirements, so check with your regulator. This is general information, not legal advice.
Related listening: Maureen Kyne on upward bullying in the workplace and Yvette Bethel on why culture change doesn’t stick.
What can consultants learn from Jade’s practice journey?
Many listeners of the show are consultants and experts building practices of their own, so the conversation also covered Jade’s lessons from starting out.
Build on the programs you already deliver
I pointed out that consultants often feel pressure to keep creating new offers. Sometimes the better move is to deliver existing programs really well, unpack the thinking behind them and consolidate them.
Jade agreed. Her three programs are foundational and can sound simple: look after your people to begin with. The value, she says, is in giving people structure so they know what to do and can see they are on track.
For more on focus, listen to Maureen Kyne on how to niche down as a consultant.
Let a book anchor your positioning
Asked what she would do differently, Jade said she would have written her book earlier. It was nearly ready two years before it was published, though she added that the right timing depends on your personal circumstances.
I noted that a book frames a practice and shows the angle you come in on. Jade’s is aimed squarely at project teams, and I liked how narrow that focus is.
Get support early
Jade called hiring a virtual assistant the best thing she has done. She had been stuck on admin and wasn’t adding value to her practice.
Her assistant came through a referral. She looked at the agency route, but because her assistant is based in the Philippines, an agency would have been more expensive. She started with around 20 hours a week, shared with another practice.
She also describes a community of assistants who help find and train people to work well with Australian clients. The key, she says, is finding someone who wants to learn. Her assistant researches software, ran the Amazon campaign for the book and builds marketing materials in Canva.
Name the fear
Jade’s biggest fear when starting out was cash flow, along with a fear of failure, and of being seen to fail on LinkedIn. She drew on Brené Brown’s idea of people being “in the arena”: if someone isn’t in the arena, you don’t need to worry about their opinion, and the people who are in it have your back.
About Jade Lee and her book
Based in: Brisbane
Experience: more than 20 years in talent management, with a background in HR and recruitment
Industries: resources, mining and engineering
Programs: project kickoff meetings, leadership and career coaching, and onboarding for new starters
Book: What My Sherpa Taught Me About Teams: A Guide to Engagement at Work
Who the book is for: project teams, including engineering consultancies, mining organisations, resources companies and new energy projects
Find Jade: jadelee.com.au and Jade Lee on LinkedIn
When searching for the book online, check the author carefully. Another author with the same name writes fiction.
Frequently Asked Questions
What is project team engagement?
Project team engagement is how connected, clear and motivated the people on a project feel about the work and each other. Jade Lee says it is shaped most at the start of a project, when leaders have the most influence on the outcome and the team is still forming.
What is the best way to start engaging a new project team?
Use the kickoff to get clear on the vision, connect people early, agree how the team will communicate and put support in place within the team. Jade says the start-up is when your influence on the outcome is greatest.
What is a Sherpa leader?
A Sherpa leader supports people rather than racing ahead. On a mountain, a Sherpa doesn’t summit first but supports everyone to get there and helps them back down safely. In a team, that means providing support and direction and creating an environment where people collaborate well.
How long should onboarding take for new starters?
There isn’t a universal answer, and the episode didn’t claim one. Jade’s onboarding program gives new starters a more intensive, structured start over their first 12 weeks, so they know what is expected and managers can judge fit with confidence.
How often should managers meet one-on-one with their team?
In Jade’s view, a focused 20 minutes with each person once a week is probably all most leaders need. The key is full attention, with no email checking or phone calls. It is her professional opinion rather than a research-backed rule.
How engaged are Australian employees?
Gallup’s 2026 data for Australia puts the country at 21% engaged, against a global average of 20%. Jade cites a similar figure of about 20% worldwide. Most employees, in other words, are not fully engaged.
Why do engineers struggle when they become leaders?
Jade says engineers and other technical specialists are often moved into leadership roles without the support to succeed. They usually have the ability, but need guidance and coaching to get the most from their teams.
Who is Jade Lee and what is her book about?
Jade Lee is a Brisbane-based workplace culture and engagement specialist with more than 20 years in talent management. Her book uses the Sherpa analogy to show how leaders can build engagement in project teams.
Conclusion
Jade’s message is simple, and she is the first to say so. Start projects with clarity and connection. Support new starters properly. Give people focused time every week. Celebrate progress along the way.
The habits are easy to understand and hard to keep up, which is why structure and accountability matter. If only one in five employees is engaged, a team that does these basics well has a real edge.
Jade’s closing lesson from the Sherpas applies just as well: you reach the top by putting one step in front of the other.
Work with Jane Anderson
Are you a female consultant, coach or speaker who wants to work with large organisations? I run a program called Women with Influence for exactly that, and many guests on the show are current or alumni members. Find out more about Women with Influence.
Key Takeaways from Today’s Episode:
-
Jane Anderson introduces her podcast, "The Jane Anderson Brand New Show," aimed at experts seeking greater impact, influence, and income in their businesses or careers. She discusses the current market dynamics, noting variations in buying cycles among organizations due to factors like fear of making mistakes, adapting to change, or sluggish decision-making. Despite these challenges, many clients are experiencing success by narrowing their focus on specific markets and niches. Jane announces an upcoming Big Deals Masterclass in July and introduces Jade Lee as the special guest, describing her expertise in workplace engagement and corporate culture, drawing from her 20 years of experience in talent management. Jade Lee recently authored a book titled "What My Sherpa Taught Me," blending her story with insights on team effectiveness and employee engagement.
-
Jane congratulates Jade on becoming a published author, prompting Jade to express her excitement and slight disbelief at holding her book for the first time. They discuss the vulnerability of writing a book and the imposter syndrome that sometimes accompanies it. Jade shares the origin of her journey, which began seven years ago when she felt disengaged with work and embarked on a trip to Asia, eventually trekking to Everest Base Camp. During her travels, she met her husband, who used to be her Sherpa. This experience sparked her interest in improving workplace engagement and happiness. Jade's work and book draw from this journey, emphasizing the simplicity and fulfillment found in leading a Sherpa-like lifestyle.
-
Jade delves into her experiences, including encountering workplace bullying and navigating her husband's adjustment to Australian workplace culture. She reflects on the simplicity and effectiveness of her husband's approach to work, contrasting it with the unnecessary drama often found in corporate environments. Jane and Jade discuss the evolving nature of workplace culture, emphasizing the importance of diversity, inclusion, and unconscious bias awareness. Jade's journey highlights the desire for greater connection, simplicity, and fulfillment in work, resonating with listeners who seek similar values in their careers.
-
Jade outlines her consultancy practice, which offers a range of programs tailored to improving team collaboration, leadership, and employee onboarding. Her programs include project kickoff meetings to establish early team connections, leadership and career coaching, and onboarding initiatives for new hires. Jade emphasizes the significance of structured support in employee development and the value of proactive engagement in fostering a positive workplace culture. Through her consultancy, she aims to streamline processes, enhance team dynamics, and promote organizational success.
The conversation continues with Jane and Jade discussing the significance of well-structured programs in consultancy practices. They emphasize the value of optimizing existing programs rather than constantly creating new ones. Jade shares her journey of developing foundational programs focused on team collaboration, leadership coaching, and employee onboarding. She highlights the importance of structured support and accountability in achieving organizational success. Jane acknowledges the challenges practitioners face in balancing various responsibilities and underscores the importance of prioritizing tasks and delegating administrative work to virtual assistants (VAs). Jade affirms the transformative impact of hiring a VA, noting the efficiency gained in managing administrative tasks and focusing on adding value to her consultancy practice.
-
Jade reflects on her journey of starting her consultancy practice, acknowledging her initial fears of failure and concerns about financial stability. She highlights the importance of overcoming self-doubt and embracing vulnerability in pursuing entrepreneurial endeavors. Jane and Jade discuss the learning curves associated with running a consultancy, emphasizing the absence of a rulebook and the necessity of continuous learning and adaptation. They delve into the process of hiring VAs, with Jade sharing her experience of finding a suitable VA through referrals and leveraging their capacity for learning and adapting to new tasks. The conversation concludes with Jane expressing admiration for Jade's book, "What My Sherpa Taught Me About Teams: A Guide to Engagement at Work," which draws on Jade's personal experiences and insights gained from her journey to Everest Base Camp, encapsulating lessons on team engagement and workplace dynamics.
In this segment, Jade's insights into the challenges and triumphs of starting and managing a consultancy practice offer valuable lessons for aspiring entrepreneurs and consultants seeking to navigate the complexities of running a successful business. Additionally, her emphasis on the transformative impact of leveraging virtual assistants underscores the importance of strategic delegation and prioritization in optimizing productivity and achieving business growth.
-
Jade delves into the core messages of her book, "What My Sherpa Taught Me About Teams: A Guide to Engagement at Work," drawing parallels between climbing a mountain and fostering team engagement in the workplace. She emphasizes the importance of celebrating successes, maintaining a growth mindset, and fostering connection and alignment within teams. With only 20% of people worldwide considered engaged in their jobs, Jade's mission is to elevate more individuals into this category by providing support, direction, and an environment conducive to collaboration. The book, tailored for project teams, aims to guide organizations, particularly in engineering consultancies, mining, and resource sectors, in fostering cohesive and high-performing teams. Jane acknowledges the niche focus of Jade's consultancy practice and applauds her strategic positioning in the market.
-
In closing, Jane inquires about Jade's vision for her consultancy practice. Jade expresses her aspiration to speak on the international keynote stage, citing the Mindvalley annual conference as a potential platform. Despite the audacity of her goal, Jade is determined to pursue it, inspired by her personal journey and professional expertise. Jane commends Jade's ambition and encourages her to continue advancing towards her goals. The conversation concludes with Jane highlighting the importance of uniqueness and exceptionalism in building a successful practice, affirming Jade's distinctive approach and commitment to making a meaningful impact in the field of team engagement and leadership development. Jade shares her website and invites listeners to connect with her, promising to keep them updated on her journey to achieving her aspirations.
Jade's reflections on her book's core messages and her vision for her consultancy practice provide valuable insights into her professional journey and aspirations. Her commitment to empowering teams and fostering engagement underscores the significance of effective leadership and collaborative environments in driving organizational success. As Jade continues to pursue her goals, her story serves as an inspiration for aspiring entrepreneurs and consultants striving to make a positive difference in their respective fields.
Full Show Transcript:
-
Hi there, my name is Jane Anderson and this is the Jane Anderson Brand New Show. It's the podcast for experts who want to have greater impact, influence and income for their businesses and careers. As experts, we know that people buy from people and work with people who they know, who they like and who they trust.
So I'm so glad you're here because it's that time again now to really amplify how you show up in the world. We're certainly seeing plenty of that and I'm being booked myself for some of those. And but some organisations are still continuing to take a little bit longer in their buying cycles.
Some are a little afraid of making decisions, making a mistake in their decisions, or there's so much change going on, they're trying to just keep up. So I think that will still continue for a little while. But overall, most of the clients we're working with are having a lot of success.
The thing that's working the best is to make sure that you're continuing to narrow right into the markets and niching into the particular programs that you're working with. If you need help with that, we actually have the Big Deals Masterclass coming up in July. So jump on the website, you'll see that one coming up.
We have very limited spots and it fills up every single time. So make sure you jump in there. But our special guest today, let me introduce you to her.
So our very special guest is a lady called Jade Lee. She's a workplace engagement and corporate expert, corporate culture expert, I should say. She works with organisations to improve team collaboration and in turn, productivity for organisations.
She's got over 20 years experience in the talent management arena and is passionate about mindfulness, sustained mental health and employee well-being. She has a real passion for travelling and she loves the great outdoors where she met her husband when she was trekking to Everest Base Camp. He was actually her Sherpa.
She's just launched a book which incorporates her Sherpa's story and her knowledge on team effectiveness and employee engagement. What My Sherpa Taught Me. Enjoy the conversation.
-
All right. Hi there, Jade. Thank you so much for joining us today.
I know how busy you are. The life of an author and congratulations on you being a published author. How does it feel?
Well, thank you, Jane. I'm so excited to be here. It feels surreal.
It feels amazing. I just I actually just got the book last Wednesday and opened it up and I was just like, wow, this is this is me. This is what I've created.
So sorry, go ahead. No, it's actually interesting. I was talking to a friend and it's it's kind of somehow that imposter syndrome still seems to come in, but it's which it shouldn't.
You've definitely written a book. You've got the evidence. I know.
It's great. It's a vulnerable thing to do to write a book because it's you at your most fully self-expressed, isn't it? Like it's it's your thoughts, your ideas and being able to put that down on a piece of paper and go, oh, people are actually going to read this.
You know, this is my most inner thoughts and feelings and putting yourself up for criticism and judgment and all those things. So, you know, it's a real milestone to do that in your practice. So, you know, I really acknowledge you.
So well done. Thank you. Yeah, it's pretty exciting.
So tell us all about your practice, Jade. Tell us about, you know, how did it start? Where are you based, by the way?
You're in Brisbane, yeah? I'm in Brisbane. Yeah, so I'm based in Brisbane.
So I guess to take it back, probably where it really started was about seven years ago, I was feeling pretty disengaged with my work and feeling a bit a bit lost and disillusioned. And I was actually planning on going over to Vietnam and Cambodia at the time. And I thought I was actually talking to somebody, a younger person who's about 21, and he was going to go backpacking through Asia.
And I was thinking, God, I wish I could do that. I used to be able to do that, but I can't do that anymore. And really, there was nothing stopping me from doing it.
Like I was actually single at the time, had a couple of investment properties and, you know, was able to actually access the money to do it. And I thought, let's just do it. So I took six months off and went trekking.
Well, I went to Vietnam and Cambodia, spent some time in Asia. And as only an Australian can do, had a look at the map and thought, Oh, Nepal isn't that far. Nepal isn't very far from Cambodia.
So I jumped on a plane, went to Cambodia, decided that I would trek to Everest Base Camp. And when I went over there, I was talking to the travel agent. And I said, look, listen, I'm happy to to to have a shelf.
I have a guide, but I want them to be able to carry my backpack. I don't want to have a guide and a porter. And he said, yeah, I know somebody who who can do that.
He used to be a porter and now he's a guide. And it turns out his name was Gabinda and he is now my husband. Isn't that amazing?
So that was pretty interesting. But but what I learned on that trekking trail was how engaged and happy people were in in their work when they were getting paid like twenty five dollars a day. And I was just really shocked, like not shocked.
But it was just really interesting when I knew there was so many people in Australia that weren't happy and like they were earning, you know, six figures and still weren't happy. Like, you know, had an amazing house and had everything they could possibly want. And it started me actually thinking about how we can get better engagement at work and how we can have happier employees and get more done.
So that's really where it started initially, seven years ago and actually launched two years ago and now have have really taken a big step for getting the book out and having all my ideas out there. Oh, that's amazing. What an incredible journey.
What an incredible story. And you met your husband that way as well. Does he still carry all your luggage when you travel?
And he doesn't really like climbing mountains anymore.
[Speaker 2] (6:27 - 6:27)
Oh, really?
[Speaker 1] (6:28 - 6:55)
Yeah. It's actually quite funny. We live near some bushland here.
And every now and then we go into the bushland. But it's not really it's not really as much of a as much in service as it used to be. Really?
You can get what you signed up for. You're like, you know, I could really use you climbing Mount Keetha over back home. So, no, he's settled into the Australian life very well.
[Speaker 2] (6:55 - 6:55)
Has he?
[Speaker 1] (6:56 - 9:53)
That's a big change. It's a very it's a very big change. And that's also influenced my thinking around, you know, diversity in our workplaces as well, because it's hard.
Like he used to climb up and down mountains with a new group of people every two weeks. He would develop those connections because he knew that if he developed those connections, he'd have happier clients. Yes.
Then he didn't understand workplace politics. He doesn't understand all the drama that we can get into in workplaces. He didn't like he was saying things to me like, I think that they're jealous of me because I'm working really hard.
And there's other people in there in his organization who probably aren't working as hard and feeling a bit jealous. And I'm like, you know what? You probably you probably are right.
And it's actually it's all these things that we learn. Like when we had our first jobs at 15, 16 about how to interact in a workplace that he never knew. So working through that and and then I started thinking, why is there all this drama?
Why do we have all this corporate BS that we have to deal with? So, yeah, and I was and that's kind of also influenced it as well, trying to help him navigate what workplace culture is in Australia. It's evolving so much, isn't it?
Like really thinking that whole unconscious bias and really thinking about, you know, have we got the right people on our teams and how are we giving people an opportunity to contribute? And are we valuing the diversity of ideas and where people come from? And, you know, just really, you know, I think if you've traveled overseas, you see some of these things, particularly in some of these countries where you get to see such a variety and how those how those cultures operate in just a different context.
And you do ask the question. I know that's why I left corporate. I don't need to do this anymore.
I've done this because I think we all get that point in even sometimes in our careers, particularly if we've got a consulting practice, like most of the people who listen to this podcast is and the women that listen to this podcast often have that same feeling where they go, you know what? I don't want to do this anymore. I'd rather I just want to do really good work.
I want to work with clients that I really like working with. And I just want to do I want to have some choice. I want to have the freedom and I want to do what I want to do.
And I think that's often, you know, that side of it where we've gone, you know, I don't think I need to do this anymore. I think I have some choice now. Is that kind of what happened?
And that's what you practice? Yeah, that was exactly. And then interestingly, when I came back from from that trip, I still I worked for, you know, obviously quite a few years.
And I actually also as part of that experience myself a bullying situation, you know, and I ended up having to go down the work cover path and the burnout mental health path. And that all contributed to it as well. And it's just like, you know, we need to have greater connection with each other and actually really appreciate working together as a team.
[Speaker 2] (9:53 - 9:54)
Yeah.
[Speaker 1] (9:54 - 21:47)
And it doesn't have to have as much drama as we seem to as we seem to create, which is basically what the book comes down to, leading that really simple, yeah, Sherpa Sherpa lifestyle is is really what we all crave. Yeah. Oh, I think we do.
I think we totally resonate. I think for those who are listening today, yep, that's exactly. You know, I think the simplicity of that lifestyle.
Plus, we've also had coming out of covid and going, you know what? Life's too short. You know, I'm going to start to create this lifestyle that I that I want to and to be able to, you know, whether it means I want to travel more, I don't want to travel more.
I want to stay home. I know I want to work, you know, this bit at home. I want to do that.
Like just designing it now. So, Jade, tell us a little bit about. So with the programs that you have, tell us about your practice in terms of the programs like that you deliver.
Is it mostly training or a bit of coaching or is it a bit of everything? How does it all work? It's a little bit of everything.
So I have a background mainly in resources and mine. I've actually pretty much worked in every industry known to man. But resources and mining is where I've generally gone back to in that engineering area.
So so one of my key programs is doing project kickoff meetings. So actually developing that connection early on in the piece. We know when projects start up, that's when you can have the most influence on the on the outcome of the project.
However, it's also when it's also the time when the team is kind of at their fledgling stage. So trying to fast track that connection in the at the start up. So getting really clear on what the vision is, starting to connect the people and and providing that support within the team.
Right. So that's it's one of my major projects, major programs. And then I also offer coaching.
So leadership coaching and and career coaching. So if you're in a position in your career, I I've worked in HR and recruitment is my is my basic background. So, yes, if you are looking to make a change and not quite sure how to do it or not quite sure what you want to change into at that point, I actually offer a coaching package as well.
And then I also have a program for onboarding new starters into organizations. So developing that connection up really close, really early. So in the first 12 weeks, having that really kind of more intensive start up with people, because often people get what we often expect, like having worked in recruitment for years, it was like, I want someone who can hit the ground running.
And I'm like, that's great. But where do you want them to run to? Where do you want them to run with?
And they just have to find it all out themselves. If you give them that support upfront and in a more structured manner, then then they're going to be a much better employee down the track. And you also know very, very clearly if they are the right person for you.
If you put that support in. Yes. Often there's a.
I guess there's a thought once we get to the end of the probation period, or maybe they're not right, but the managers like, but maybe I didn't spend enough time with them and maybe that's why they're not right. So that you have that really good clarity that, no, I support them really well and I can clearly make that decision. Yes.
What a great offering to put together for that. Like, I mean, that just sets up so much success for everyone, doesn't it? I mean, I think and what I love about that is I think sometimes, you know, when you're building your practice, some things like that, you know, we we sometimes trying to create like all these new things.
I don't know if you were like me when I started my thought leadership practice, but you're like, what is that? All these new things. And but sometimes you've already got some really great programs already.
You actually don't need to go and create a whole lot of new stuff. It's actually these are the programs that you're already delivering. Just do them really well and unpack the thinking around them, consolidate them so that you can leverage them and amplify your practice.
So, you know, is that kind of what you did? Yeah. Yeah.
And the thing is, it's foundational. Like, yes, it can it can seem quite simple. Like, look after your people to begin with.
Of course, that makes sense. Right. But we just don't do it.
We don't do it well. And I think that actually being able to give people some form of structure in that is what people love it. I think, oh, my God, right.
I need to do this this week, this this week. And and then they and they know that they're on track. And because everyone, you know, wants people to succeed in their teams.
But people get busy. We get busy and we kind of lose a little bit of focus. So it's around, you know, and also making sure that the time that you do spend with your people is focused and you're really present with them at those times.
Because often, you know, we're thinking about an email we've got to send or we're, you know, checking our emails or we're taking a phone call. And if you just have that quality 20 minutes with your people once a week, that's, you know, that's probably really all that you need. But it needs to be focused so that people feel valued and appreciated and all of those things.
Yeah. And we just, you know, sometimes we think, oh, you know, I know some of the clients we work with that they talk about, and they go, aren't these things kind of obvious? Like, you know, can't they just do those things if I just tell them?
But, you know, we have to actually think about clients just needs, I think, so much more support and focus and to be able to continue to do those things. Don't they more than ever? Like, they're just so distracted.
There's so much change. And just to continue to hold them, give them the support, but the accountability to make sure that those things are in place, because they're just particularly executives. They just pulled in so many directions, you know, sometimes just being able to support them through that.
Whatever it is, the programs that we've got, we can sometimes undervalue the programs we're selling and delivering because we go, oh, should I really? Wouldn't they do that themselves? Can I just, you know, should I really do that?
Do you find sometimes like that? Yeah, well, no, actually, if I don't hold you accountable, if I don't support you, it's not going to happen. That's exactly right.
And I think that I've just I just know for so many years that even the best of intentions that people still still don't get, you know, it's going to get the attention and the onboarding. And it's often it's it's reminders and it's having the processes in place. And like you said, the accountability.
So, yeah, well, have you done it? Have you sat down with the person? Especially what happening?
That's right, especially mining and resources, because it's so reactive. So, you know, there's so many other distractions that happen. So I love that there's so much power in that and the power and the simplicity of of being able to support your clients through that.
So tell us with starting your practice, what was your biggest fear with starting your practice? Oh, yeah. What was that?
Yes, failure, failure. Yep. Yeah, for me, probably it would it would have just been money.
Cash flow was probably the biggest fear that failure, failure piece in terms of you're putting yourself out there, like you're on LinkedIn and people know what you're doing. And it's like, you know, if if I go back into the corporate world again, you know, people will think that I've failed. But I think what I what I've learned so much is that, you know, you just need to if they're not in the arena, like as Renee Brown says, if they're not in the arena, you don't need to worry about them.
And they don't need to worry about them. And the people who are in the arena, they they've got your back. So so, yeah, so I think that that's it was just a fear of failure.
And putting your ideas out there is actually quite difficult. Like, it's not like I actually I've been doing a course around being better on video. And yes, and as part of that, you have to post a video on LinkedIn.
And I hadn't done very many videos at the time. And and so I heard someone say, oh, I just can't, you know, publish on a LinkedIn post. I said, get your VA to do it.
Just give it to them. That's right. Yeah.
You don't have to do it. Stay away from it. Back off.
Just hand the video over. I love that. It's so many times you have to do it.
Stay away from the unsubscribe button in your newsletter list. Like, don't go near it. Don't look at those things, because you've got to do so much to protect that mojo, don't you, in this game.
Like any of those things can really throw you off really easily. And and you like, I actually wrote a post about how much you you take so much more notice of the negative feedback than the positive. Like and oh, and there could be like, is that the the post when something like I sent out my blog this week and it had full spelling errors in it.
And I was just and someone came back and told me and I was mortified. And I'm like, but where were you when you told me that you really like my work? Are you coming back to me every week and saying, good, good job?
No. Exactly. Back to me when I'm done.
Love your error-free work, Jade. No, thank you. And like the thing is that, you know, and even in corporate world, like you can look at an email 10 times and go, I'm sure I've got it right.
I think I've got it right. You hit send and you go, oh, I forgot to do that. And and we always ruminate on that.
We don't ruminate, you know, all the positive feedback. We kind of everyone like, oh, yeah, yeah, yeah, yeah. Where we do tend to beat ourselves up a bit, don't we?
And we can, you know, just if you can, the sooner you can get a B.A. to do those things, the sooner, you know, they start to protect yourself a little bit and get a little bit of self preservation, I think. But, you know, even just that, I think, is worth their weight. You know, if they can just help with some of those things.
So based on, you know, like for how far you've come into your practice journey now, like you've done some incredible stuff, you've got programs going, you've got a book going now, which we want to talk a bit more about. What what based on what you've done so far, what have been some of the learnings or insights or things that you would have done a bit differently compared to if you reflect back? Is there anything that comes to mind?
There's probably two things. One, I would have written my book earlier, like the book was pretty much ready to go two years ago. Like if I had if I had had my I had all my, you know, pink sheets, all my ideas pretty much ready to go, but I hadn't actually done it.
So I probably would have started my practice with the book. And having said that, like it has evolved and it has worked, but it's you know, I guess it really just depends on your own personal circumstances. And I would say the best thing I've done is get a B.A. So, you know, for the for the investment, having a virtual assistant is is great. I and I was at one stage just working on all that, you know, all the admin. And I wasn't adding value to my practice. And that's really the energy out of that space.
[Speaker 2] (21:48 - 21:48)
Yeah.
[Speaker 1] (21:49 - 22:53)
And how did you find them, Jay? Was it a referral? Like it's constantly the issue that comes up all the time with people in their practices, particularly women, because, you know, the juggling I can find just more, more the bandwidth is stretched a little bit further.
So that the value of that B.A. And it's a scary thing to bring them on. How did you go about? Did you find it through someone?
Or did you visit an agency? Did you get a referral? What did you find work best for you?
Yeah, I found it through somebody. I did look at the agency path and that was because my B.A. is actually based in the Philippines. That was going to be a much more expensive way of doing it.
So I actually just reached out and and I only like I only had her originally for like 20 hours a week. So we actually shared a B.A. with somebody else. And it becomes not a massive.
It's not a massive investment, but it is. It makes a massive difference to your time and to to where you're focusing on. So, yes, that was a referral.
Yeah.
[Speaker 2] (22:54 - 22:54)
Yeah.
[Speaker 1] (22:54 - 31:47)
And I want to be honest with you. You know, she is actually a community. Seems to be a community of B.A.'s over there. So if I if I talk to to my B.A. and say, hey, someone's looking for someone for 10 hours a week, she will. They kind of find them and they and they train them up so they can work really well with Australian Australian clients. Yeah.
Yes. Yeah. I reckon the word of mouth here and the word of mouth there, if they, you know, they can sort of, you know, work out who do they know, because they can sort of end up being a little bit sort of translating.
There's so much to learn in a practice, isn't there? So there's just not really a handbook or a rule book or a lot of people that have necessarily experience in running a game like this. That's right.
And the thing is, what I've found with with my B.A. Chris is that she like I'll say I need you to work on this. Like I try to give her different things to do, not just, you know, a lot of LinkedIn stuff. I said, yes, work out.
Can you work out how to use this software package and how it's going to work for our practice? And yeah, and she will go back and just say, and they'll obviously have their own community. And they say, has anyone worked on this software package?
How do I do it? Or they'll take the time to go through and do the you know, look at the YouTube videos and all of that kind of stuff. But it's not worth my time to do it.
I don't really need to know how to do it. Like it's nice to actually know how to do it on one level. But once you know it, that's it.
So she'll do all the research for me. And I think it's like anything you need to get the right person. Like she's somebody who I know wants to learn and expand more.
So I give her more interesting things to do. Like she launched the Amazon campaign, you know, for my book. She was behind all of that and all the different ideas and even working on Canva, developing stuff on Canva for marketing.
Yeah, so it's great. How good is that? I mean the technology and the systems and all those things there.
You got like Asana, the Canva, all those things if we can find. And if they can learn, the key is how good they are at learning, isn't it? That they can pick those things up.
And so in terms of, so tell us all about your book. Your book is what, hang on, I just had it here a second ago. I just want to get this title right.
And I read it out in your intro, which is What My Sherpa Taught Me About Teams, A Guide to Engagement at Work. So you met your husband who is your Sherpa. And these are things that you learned from him on that trip that you mentioned earlier, is that right?
And then you've decided to write the book about what you learned on that trip. And then you've ended up marrying him. I just think this is amazing.
I ended up marrying him. When you get to 38 without meeting the man of your dreams and you happen to find him on Everest, you just bring him home, right? That's whatever it takes.
-
So tell us all about it. So yeah, so basically it's using the Sherpa analogy of climbing the mountain to engagement at work, okay? So, and it's also like a Sherpa, they don't summit the mountain first.
They support everyone to get to the mountain. And then they also know that they need to help people back down the mountain, you know, safely as well. So it's around that.
There's like certain lessons from the Sherpa in the book. So things like when we're in a team, often we forget to celebrate the successes. So, but if you're on the checking trail, you walk for a couple of hours and then you stop and you have a drink and you look back and you see how far you've come and all of that.
So it's kind of like that milestone idea. So around celebrating successes. And it's kind of a growth mindset.
Exactly. There's a lot of stories in the book about my experiences in the Western culture and kind of showing how we can learn a little bit around the simplicity and around getting more connected to ourselves and what we want and getting closer to our values as well. Yeah, so it's like lots of different lessons of how we can climb that mountain to being more engaged because unfortunately, there's only about 20% of people worldwide who are regarded as engaged in their job, which is quite concerning.
20%. Only 20%. The rest of us are just what I call going with the flow and taking home the dough.
So, oh, there's also another about 20% who are actively disengaged or actually causing problems in the workplace. But yeah, my mission is to try and get a few more people up into that engaged category. So we feel like we're contributing.
We feel like we're adding value. And like the role of the Sherpa leader is around providing that support, providing direction, and also creating an environment where people can collaborate better together. Right.
And so with the book, what's your hope in terms of like the ideal clients? So you've kind of written the book for it's a positioning activity. It really helps to sort of frame up your practice and show that sort of angle you're coming in on your expertise.
And so, because you've already, you've had a business as such or a role in like recruitment. So you sort of got lots, you would imagine, I'm imagining lots of people very well connected. And then with the clients, you're sort of thinking is it, you mentioned before a bit about mining and resources.
Are you seeing it for that type of industry or is it a bit of a mix of different industries or do you have, what made you sort of decide on this one and this specific, for this specific, like not, you've done it for teams. Is it that you're like, what do you want to do with it? And who do you want to work with?
And what was the purpose of the book? Like in terms of the type of market? Yeah, so it's around project teams.
I guess it's around project teams specifically. Got it. Okay.
Yeah, it would apply to any, it does apply to any teams, but I've got a really good background in setting up projects and working in mining projects. So doing those kickoff meetings or those restart meetings with project teams to get them really aligned on what they need to achieve and how they're going to communicate better and work more collaboratively together. That's really, really where it's about.
So engineering consultancies, mining organisations, resources companies, even, you know, now all the new energy stuff as well. Those people who are coming together and need to develop their cohesive team quite quickly is probably where my niche market is. Got it.
Okay. Well, it's, you know, I really like the narrowness of that market. Like, you know, like you said, you could use it, you've got some flexibility to be able to work with it and the message works right.
But amazing, isn't it? That you've got, you know, to be able to, we've got to be able to go in a bit narrow and you've got that, that sounds like you've got some of those industries ready to go and have conversations with already in your practice. Is that right?
Yeah, that's right. And because I hate to think how many engineers I've recruited and mentored and coached over the years. And engineers are one of those more technical specialties that often people get put into leadership roles where they don't necessarily get the support to be a successful leader.
So actually being able to work with them, like they have the ability to be able to do it, but they just need the guidance and the coaching to really make the most of their teams. And that's where I see a real need in the market, to be honest. Yeah.
Yeah. Great. And so lucky last question in your practice, what's your vision?
What's your dream? Or what's your biggest goal for your practice? I would love to be on the international keynote stage.
Jane, there we go. I'm putting it out there. There you go.
We're calling it. Right. Fantastic.
Excellent. I love that you've named it. That's exciting.
So what would be your dream stage? Do you know? It's actually funny.
I listened to a podcast called the Mindvalley podcast. I don't know if you've listened to it. And I was actually listening to it this morning.
It was Gabrielle Bernstein, who's the author of The Universe Has Your Back. And they obviously do a conference every year or whatever. And some really amazing people get on there.
That might be my big audacious goal.
[Speaker 2] (31:47 - 31:48)
Mindvalley's annual conference.
[Speaker 1] (31:49 - 31:50)
Okay. There you go. A big audacious goal.
[Speaker 2] (31:50 - 31:51)
All right.
[Speaker 1] (31:52 - 32:51)
Okay. Remember us when you're famous. We'll all be going, we remember the day that we did the podcast with Jade.
I'll be sure to let you know I'm on there, Jane. Absolutely. There we go.
Look at this. That's fantastic, Jade. So if people want to follow you, Jade, they want to learn more about the book, if they want to buy the book, I think I've had a look around the books on Amazon and they can go to your website and all that sort of stuff.
Is that right? That's correct. So jadelee.com.au is my book. And you can go into Amazon. Don't get too confused. There is another Jade Lee who's an author who writes erotic...
She writes erotic fiction. That's not me. I'm the online photographer.
I was going to say, you never know. There could be some love scenes. Since you got married, these things could happen.
I was waiting for the love scene in the chapter of the book. That's hilarious.
[Speaker 2] (32:52 - 32:52)
Yeah.
[Speaker 1] (32:52 - 34:37)
So yeah, so jadelee.com.au. Reach out on LinkedIn. jadelee.com.au. Okay. Based in Brisbane.
And I've got a picture of a mountain in the background of my LinkedIn profile. Oh, fantastic. Well, thanks so much for joining us today, Jade.
It's been absolutely an absolute pleasure to meet you. I'm so thrilled for you and your book. And I know those who are listening today will be so inspired to hear about your adventures and what you've been able to write about in your book.
But I think even more so is being able to craft a message and to align your message with a fantastic metaphor around something that's personal and happened to you. And what I love about that is, you know, what we talk about a lot on the podcast is about uniqueness and exceptionality and two big things that create the exceptionality are, what is it that you do different? And what is it that you do better than everybody else?
And I think those two things, you really ticked those two boxes today in being able to build your practice. So we look forward to following your journey and seeing you up on the Mindvalley stage and waving from afar. And hopefully we get to have you back and hear all about it when that happens as well.
That's the top of the mountain, yeah? That's it. That's the top of the mountain.
That's a really big mountain. You just got to keep putting one step in front of the other to get there. That's the other Sherpa lesson.
Right. All right. One step in front of the other.
All right. We'll be doing that. We'll be watching and watching closely.
So thanks so much, Jade. Jump on her website. Make sure you reach out.
Say hi to Jade. Let her know that you listen to the podcast and we look forward to seeing you again, perhaps down the track. Thanks, Jade.
Thanks for having me. My pleasure.
