Russell Futcher
Management, Leadership & High-Performance Teams
Russell Futcher is a Melbourne-based management specialist, author, consultant and coach with more than 45 years of experience working across management, business transformation, organisational change and team development.
About
Throughout his career, Russell has worked with organisations across the insurance, banking, health, transport, retail, superannuation and technology sectors, holding senior management and consulting roles and working on complex organisational and business-change initiatives.
His experience has given him a practical understanding of the challenges managers and leaders face — from improving performance and accountability to developing people, managing change and building effective teams.
Russell developed the High-Performance Management and Teams Methodology, bringing together practical approaches to management, leadership and team performance.
He is the author of books covering management, leadership and high-performance teams, and has developed online courses and resources designed to turn management knowledge into practical workplace action.
His approach is straightforward:
“Understand the problem. Develop practical solutions. Apply them. Improve performance.”
Areas of Expertise
Management and leadership
High-performance teams
Organisational change
Business transformation
Management and team development
Executive and business coaching
Training and education
Performance improvement
Russell is the developer of the ‘High-Performance Management and Teams Methodology model’. He is also the author of eight books and is an accomplished speaker and media presenter.
Why Trust Russell?
Russell Futcher is an expert in management and team development.
By nature, he normally devotes his energies to pinpointing what makes people special and unique. This knowledge permits him to inspire individuals to do their finest work. He routinely deepens his understanding through conversations, characteristically accepting human beings just as they are. He argues that excellent outcomes are produced by people who have ample opportunities each day to do what they do well. Instinctively, he inspires others by finding out what motivates them. He gives individuals lots of recognition and celebrates each person’s uniqueness. His acknowledgments, understanding and recognition typically energize people.
He embraces a wide array of people, he honours their differences with ease and the specific things each one does well. These insights help him mix and match one person’s talents, skills, and knowledge with those of others in a team. Ultimately, he suggests positioning individuals in such a way that there unique traits complement each other. Because of his strengths, his intuit — that is, he knows without conscious reasoning — how individuals with very different work styles or personalities can complement each other.
He is intrigued by the unique qualities of each person. He is impatient with generalizations or “types” because he doesn’t want to obscure what is special and distinct about each person. Instead, he focuses on the differences between individuals, he instinctively observes each person’s style, each person’s motivation, how each person thinks, and how each person builds relationships. Because he is such a keen observer of other people’s strengths, he can draw out the best in each person. This Individualization theme helps him build productive, high-performance teams, he is a catalyst for team development and change. He looks to nourish people’s strengths and push individuals to new heights of success.
This strengths-focused recognition energizes team members and encourages them to continue investing in themselves. He is not satisfied until he makes each person feel seen, heard and valued. To do this, he gets to know team members better in the context of work while discovering who they are at a personal level. This helps him build stronger, longer-lasting relationships with team members. He pushes others outside of their comfort zone. He thinks more about what can be than what is. When he shares this curiosity about the future with others, he pushes a team to think beyond today and find new and smarter ways of working.