In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
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In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
Will your people work for free? Purpose, trust and trail running
The Better Work Australia Podcast
59 minutes
2 years ago
Will your people work for free? Purpose, trust and trail running
In this episode I'm joined by Tom Landon-Smith and Abhinandan Willis, who built Ultra-Trail Australia from humble beginnings into the world's third-largest endurance and trail running festival. It might seem like a strange place to talk about work, but we walk through gathering a team of great humans around a purpose, self-transcendence, trust, autonomy and much more. There's a lot here for leaders around scaling and organising principles if you choose to listen. Thanks to Bensound for our ...
The Better Work Australia Podcast
In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
