Outstanding businesses are supported by thriving, high-performing teams.

Create a culture where people can grow

To reach your business goals, you need high-potential people. You also need an environment where they can thrive and your business can grow.


10x can help you elevate your approach to people management and development to support long-term performance for your team and business. Offering practical advice to attract and retain the right people and coaching tools for driven leaders, 10x enables you to nurture stand-out people and maximise profitability to position your business for success.

Vanessa Bennet: Creating a high performance culture


Discover how neuroscience can optimise your people’s productivity and energy, delivering high-performance and profitability without the risk of burnout.


Vanessa Bennett is the CEO and Co-Founder of Next Evolution Performance. She teaches contemporary leadership techniques designed to help businesses lead their teams for sustained high performance.


In this video, Vanessa explains how to create a high-performance culture in your business by changing your mindset about how you encourage and energise your team.

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Creating a compelling employee value proposition


Exploring current workforce trends and expectations, Alisdair Barr, CEO and founder of Striver, shows how you can create an Employee Value Proposition (EVP) that sets you apart and helps you attract the right people to elevate your success. 

  • What is an Employee Value Proposition? (1 min)
  • Trends and important considerations (1.30 mins)
  • Engaging new entrants and Gen Z (2.30 mins)
  • Creating your EVP (5.30 mins)
  • Your competitive advantage (6.30 mins)

Source and secure the best people for the job


Alisdair Barr is CEO and founder of Striver, which brings together early career job seekers and the best financial services businesses. He shares the simple but fundamental steps to sourcing, selecting and securing the right candidate.

  • Defining your recruitment needs (2 mins)
  • Effective search and source (3 mins)
  • Interview and selection process (5.30 mins)
  • Conducting a successful interview (4 mins)
  • Making an offer (2.30 mins)

How would it feel to be the coach of a winning team? What does successful coaching look like in your business? In coaching, no one is perfect, but how do you deem success? Success is not only just winning the end goal, it’s about improving every person to be better at what they do. Using my coaching philosophy and techniques is a great way to improve people and their behaviour. I'm Graham Arnold. Welcome to Centre Stage.  


My career started coaching in 1997-98. I finished playing. I had the passion and the love for the game of football, and I went into coaching and I was assistant coach for the national team. We achieved some unbelievable goals under Guus Hiddink in 2006, and 2010, and I became a head coach from what I  learned from those two experiences. So, my career has been going now for 22 years. It’s still ongoing and there’s still plenty more achievements ahead.  


Oh, coaching is hugely important. They’re walking out in front of thousands of fans, they’re representing the country or the club, and they’re representing the organisation. So, in anyone’s business, the rules are the same. I might be a head coach, but I'm no different to a CEO, who runs the organisation and makes sure that the organisation has good decision making, good planning, and that all the staff are passionate to achieve what the organisation needs to achieve. As a coach, you always need to be persistent and caring. Players will always try, work hard, but what’s important is your messaging stays the same, your belief stays the same. Think of the long-term goal, long-term clients, long-term relationships, long-term advice.  


Some of the personal attributes that make a great coach is communication and listening, but also understanding the person. Be honest to the players, be honest to your staff, and you’ll get that respect back. Over the years, I've really had to change myself as a person first and foremost, and when I first started coaching, I was more of a dictator. It was my way or the highway, where as time has developed and generations have changed, I've had to become more of a father figure of communicating, caring. Listening is probably the most important thing these days because players, everyone has two lives. One is personal, one is professional, and it’s so important that you understand the individual. You care for the person, you care for the player, but also again, helping those players fulfil their dreams and build belief. My philosophy in coaching is understanding the players' strengths and weaknesses.  


Their strengths are always going to be there, but the improvement of their weaknesses will make them an even better staff member or player, and making sure that you’re there to support that. You always improve your skills as a coach by learning from mistakes. Don't be afraid if you make a mistake to change things, to fix things, and move forward with another game plan to make it work. Look, I think over the years, coaching has changed enormously. When I first started out as a coach, I was probably good at the technical side of the game and the tactical side of the game and just the pillar of football. But as coaching has developed over the years, I don't think that you can just do one thing anymore.


During COVID, I came up with a Coaching Wheel of my experiences of coaching over the last 20 years. These days coaching is not just about one thing, it’s about managing and coaching eight different things that you need to be good at.  


At the centre of the wheel is passion. You have to have passion for all eight parts of that wheel to be successful, that passion and love for the game and for the job, that inspires the people around you to be successful. To use this wheel, give yourself a rating out of 10 for each aspect of this wheel. Don't avoid things that you’re not good at. The strength of a coach is fixing those problems and be open to listen, to be open for advice, and to be adaptable to change. This is relevant on the field and off the field and especially in your business. The four key areas we’ll look at on The Coaching Wheel today is planning and preparation, staff delegation, people management, and crisis management.  


Planning and preparation is the key to any success. There is a huge amount of detail that goes into coaching, a daily plan, a weekly plan, a game plan, a yearly plan. And unless you get that detail right, then everything will fall apart.


Having a plan is so important because then everyone can understand their role. If you don't have a plan that’s off the cuff, then people won't understand exactly what their job is. It’s not like we can play with 11 goalkeepers. We have one goalkeeper, one right fullback, and it goes right through and everyone has a certain role to play in the team to be successful.  


The most important thing is you get that right with recruitment. Recruitment is a big detail that is so important to a team. Where your weaknesses are in your team, you need to strengthen.


Sometimes people aren't made out for those roles. Then you need to recruit the right people that will make your team perform better. When I first started at Sydney FC as a coach, probably our goalkeeping department was not that great. What I needed to do was get a very good goalkeeper coach in as well as a good goalkeeper, and we ended up with the best defence in the competition. It won us the competition. 


Staff delegation is crucial. Everyone has an important role to play in a different way. Trust is the key. You interview them, you employ them, you give them their roles. Once you explain their roles to them, trust them to do the job for you. A great example of staff delegation is not interfering.  


The essence of people management is getting the best out of every individual and every person. It’s about caring, it’s about communicating, it’s about understanding and listening, and this is why it’s important, so they perform. They have energy, they have trust. For example, I trust my team. The players fly in from Europe. We don't even get to train twice in that week, but soon as they cross that white line, I have to trust the players to do their job. Sometimes people, staff, players, they look for excuses. Example, boys fly in from Europe, they fly for 24 hours. They arrive the day, two days before the game. I ban the staff from saying, "jet lag", don't accept it. They've got to get out there with a clear brain, get on the field and perform. If you let them talk about jet lag, it goes into the brain, they will think about it and you give them an excuse. 


Crisis management is probably what I love most about coaching. You always have ordeals, whether it’s a boardroom crisis, dressing room crisis, player crisis, staff crisis, media crisis, you have to deal with it the first time, the first minute you find out about that crisis and fix it straight away. Whether it’s a boardroom crisis, go to the board, talk to the board, explain to them what’s going on. If it’s a player crisis, get all the players together and talk to them about what it is that they’re not happy about. The benefits of fixing a crisis straight away is it won't fester. If the players, the staff, see that the pressure is affecting the coach, it could really unravel the culture of the team overall. So, what’s important is that the coach stays relaxed, stays calm, also for yourself because you can sleep good at night knowing the crisis is gone. 


We've just covered four aspects of The Coaching Wheel. What’s important with The Coaching Wheel is that the eight parts of The Coaching Wheel are the same size. Work on your deficiencies and keep your strengths going. 


Everyone is great leaders when you’re winning, the most important time for leaders to step up is when you’re losing. Here are four key lessons to get started on straight away. Number one, communication and listening. Communication is the key, and listening is foundational. Number two, adaptability. Not every way works for everyone. Number three is passion. Passion for your team, passion for the clients, passion for the organisation, and passion for the job. And last but not least, number four is enjoy what you do.

Graham Arnold: Coaching Clinic


Learn how to use positive communication to get the best out of people, with techniques to help you understand your team member’s strengths and weaknesses.


Graham Arnold is the Head Coach of the Socceroos, the Australian National Men’s Football Team. He started coaching in 1998 after representing Australia 56 times as a striker during a 12-year international career. 


Graham’s highly effective coaching philosophy has guided teams to win multiple premierships and championships, and seen him awarded the A-League’s ‘Coach of the Year’ three times. 


Download Graham’s coaching wheel to help you coach your team and clients to success. 

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Information on this webpage is provided by Avanteos Investments Limited ABN 20 096 259 979, AFSL 245531 (AIL) and Colonial First State Investments Limited ABN 98 002 348 352, AFSL 232468 (CFSIL). This information should only be treated as educational and not taken as any form of advice including but not limited to financial, business, or marketing. Seek professional advice when necessary. It does not take into account any person’s individual objectives, financial situation or needs. You should read the relevant Product Disclosure Statement (PDS) and Financial Services Guide (FSG) before making any recommendations to a client. Clients should read the PDS and FSG before making an investment decision and consider talking to a financial adviser. The PDS and FSG can be obtained from www.cfs.com.au or by calling 13 18 36.

The information, opinions, and commentary contained in the Centre Stage masterclasses has been supplied by Vanessa Bennett of Next Evolution Performance ABN 45 611 758 591, Sam Cawthorn ABN 73 242 605 477 and Graham Arnold ABN 90 737 851 337, and Solange Cunin. Vanessa Bennett of Next Evolution Performance, Sam Cawthorn, Graham Arnold and Solange Cunin have given CFS their permission to reproduce their information, opinions, and commentary contained in the Centre Stage masterclasses. CFS is not affiliated with the third-party providers in the masterclasses and does not endorse the use of any of the mentioned tools or products. Please consider the privacy, security and any other relevant risks that may apply from the use of these tools or products.