Grant Hackett on resilience, tax changes and his push to quadruple adviser numbers

What were the biggest learnings from your Olympic career that you've brought into how you approach like leadership and work now?

Resilience is probably the biggest one.

So resilience through hard times is the number one skill that you need to have.

It's not about being the best product or even the best leader.

It's about having that resilience and that needs to filter into the team.

In terms of the other attributes that I really could transfer from swimming into business was really bringing a team together, being very, very clear on the vision, but also what I call an operating rhythm.

So in sport, obviously, you've got to train, you've got to practice, and then you've got your execution moment.

In business, you do that every single day.

So you're always executing.

So to have the right... structures and what I call operating rhythm around the meetings, the one-on-ones, everything getting actioned, being decisive, failing quickly, all of the stuff that you need to do in sport in order to go after that gold medal.

Take feedback on board, be accountable.

There are a lot of attributes of sport where in pockets of business, particularly when you're working with big teams, you can see that really falls short.

So I think there was a lot of fundamental characteristics and skills from sport, any field really, that you can transfer into the world of business.

And I just had to learn how to do that in a business context over time versus a sporting one.

What are your tips for managing teams and inspiring teams that you've taken from swimming into business now? I feel like they would be really helpful for advisors.

The number one thing is clarity.

Have absolute clarity in terms of what you're trying to achieve.

Don't go into the how, just this is what we want to achieve.

And then I think the next part is making sure that you've got accurate measures in place.

So you want to reward your people really well if they perform exceptionally well and they produce the result that you're looking for.

And so...

I'm a big stickler for giving the lion's share of outperformance to the people that really hit those metrics and deliver on their promises and some.

So for me, that clarity is really important, making sure you've got real clarity around your metrics and what you're wanting to achieve in a given period, and then making sure that any sort of remuneration or any rewards is absolutely aligned to that.

And the team that produces the best result or the individual that does, a lot of that goes to them.

And everyone knows what you're starting with at the beginning of the year.