Finding his edge: How Todd Chapman’s dedication to lifelong learning helped him launch ‘Leading Edge’ | Business School

“I can go in, having previously worked in a large corporate environment on complicated projects, and drive a high-quality, fit-for-purpose transformation,” he says.

“That joy I had coaching kids on the rugby field, it’s the same bell that’s getting rung in my heart when it comes to coaching in a business context – taking a group of people and working through what is holding them back from being great leaders and a great team. Unlocking those characteristics and really seeing them come to life.”

So far, Todd has worked with companies in the health and aviation sectors to help them fix underlying problems and discover hidden value. It’s this creation of genuine transformation that is what Todd enjoys the most about his career.

“I help develop the leadership teams of these businesses, so that when I leave, the changes I’ve created and delivered are not reliant on my ongoing presence. Instead, these teams have the skills and frameworks to keep going on their own,” Todd says.
 
“I get a real fire in my belly seeing this process outlast my involvement and these businesses become self-sustaining. I put a lot of systems and structures in place to support ongoing performance improvement, and it’s all wrapped up in developing growth leadership.”

Data and KPIs: How Todd crafted his Leading Edge

Todd says one of the foundations of his leadership transformation programs is being able to use data effectively to help clients set and achieve their goals.

“Data can unlock incredible performance through insight and leadership energy,” he says. “For example, I’m working with a client to build a Vertically Integrated Performance Management system. It has high-level KPIs at the enterprise level, but these KPIs then cascade down to lower levels of management and become simpler and more lead than lag-based.” 

Another valuable tool for Todd is his ability to use storytelling to make his message more impactful.

“I once heard a great saying: people will often forget what you tell them, but they’ll never forget the way you made them feel. So, I use stories to give clients courage, potentially to trigger motivation, to unify the team or lift energy levels. I know when I get it right as I can see it in their faces and feel the energy in the room.”

Todd developed these tools, as well as many others, with the help of three AGSM @ UNSW Business School programs – the Graduate Certificate in Change Management (2002 – 2003), the MBA Executive (2003-2006) and an AGSM Emerging Leadership Program.

“Knowing how to find and use data, set the right KPIs, and gamify it so it creates energy in people and knowing how to vertically integrate it down to individual leaders are all skills that were seeded in my AGSM MBA studies,” he says.

“My passion for people-centred leadership, my use of data, my desire to support anything I do with sustainable systems and my love of great storytelling and communication all came from my AGSM teachers (faculty and students alike).”

And while Todd puts his AGSM frameworks and tools into practice at Leading Edge today, he travelled a winding route full of learning before starting his own business. 

Continuing down his path of curiosity 

Todd says one hallmark of good leaders is their continuing quest for knowledge. “You can’t be a good leader if you’re not perpetually curious,” he says.

“I’ve always been intensely curious about people, how they work and think, what their motivations are. But I’ve also been intrigued by systems and machines and how to repair, rejuvenate and transform them. When I look back at my career, I can see that I’ve been expanding my learning in both formal in informal ways.”

This curiosity inspired Todd to travel around Australia and Asia for a few years before starting 
An Associate Degree in Aeronautics at the Sydney Institute of Business and Technology (1995-1996)
– something he wouldn’t trade for anything.

“Working on farms, boats and in not-for-profits teaches you practicalities, communication skills and empathies you can’t learn in an office,” he says. 

“This part of my life gave me the ability to connect with people, which is immeasurably helpful when trying to create genuine change – especially cultural change.”