Kristina Keneally: "Integrity isn't something to proclaim — it's something to live in almost every decision." Source: Supplied
LEADERSHIP can be such an amorphous concept with fuzzy words like "forward-thinking" and "visionary".
Here, three successful leaders share with news.com.au just what makes a good leader and how community work outside their corporate work makes them better at their jobs.
KRISTINA KENEALLY
Former NSW Premier, former CEO of Basketball Australia and supporter of various charitable causes
What is the biggest challenge you face/have faced as a leader in Australian business?
I'd been Minister for Planning for about six weeks when the GFC shook the world's economy to its core. Almost instantly the NSW Government had to find as many levers as possible to keep people working.
Planning quickly emerged as an area where we could use a combination of regulatory and economic policy settings to support construction in both the private and public sector. We
introduced rapidly changed approval processes, removed infrastructure levies, fast-tracked complying development, and passed legislation to implement the Nation Building and Economic Stimulus Jobs Plan.
In normal circumstances these tasks would have taken months or years. But I had to move very quickly to bring local councils, developers and construction sectors, environmental groups and our political opponents onside to do what we could to keep people working.
NSW need to move fast, and we did. NSW led the nation in the meeting the Stimulus Plan's targets and the state avoided a recession.
Kristina Keneally on an Opportunity International mission. Source: Supplied
How has your community and philanthropic work had an influence on your capacity as a leader in your field?
A desire to live a life that makes the world around me a better place is what drew me to politics, and no matter how challenging politics became, I felt a sense of moral purpose to my work.
When I left politics, I was surprised by how much I missed it. Other jobs were stimulating, but they lacked that sense that I was involved in an endeavour to 'save the world.'
Today, volunteering for charitable causes that are close to my heart — like Opportunity International's efforts to transform the lives of the world's poorest women — fills that passion. Even more, it gives me an opportunity to meet and learn from such a wide range of amazing people and be inspired by them.
In your view, what is the most important characteristic of a good leader?
Integrity. Integrity isn't something to proclaim — it's something to live in almost every decision. Integrity, or lack of it, is evident in how we speak about others when they are not listening, in the choices we make when times are difficult, and in whether we keep our word when we give
it.
If leaders have integrity, they will have the trust of the people they seek to lead. It's far more important that people trust a leader than agree with her at all times.
What is your best piece of leadership advice?
Back yourself. No one is going to back a person who doesn't first back herself. I am often struck by the confidence of the incredibly poor women I meet in the slums of India when I visit with Opportunity International Australia. These women back themselves!
But — like these women — don't be unreasonable in your self-belief: listen to constructive feedback and constantly ask what you can do better. Work hard to be your best. Invest in yourself — in terms of skills and experience. Show respect for others and maintain an honest dose of humility. But do all of these things with a quiet confidence, with self-backing. Confidence is attractive, it brings others in and creates amazing opportunities.
NAOMI SIMSON
Red Balloon founder
Simson: "There are no shortcuts in leadership." Source: Supplied
What is the biggest challenge you face/have faced as a leader in Australian business?
At Red Balloon, we work hard to ensure that our employees have a great day at work. Due to this, it can be tough to be taken seriously in Australia, because everyone doesn't share our belief that a workplace can be a happy environment. There are some people who don't yet see the value in happy employees and in turn happy customers. People need to feel appreciated, recognised and noticed for who they are and the work they're doing.
How has your community and philanthropic work had an influence on your capacity as a leader in your field?
When you're working with volunteers you have no authority; you only have influence. And you can only influence people if they see the value in your contribution and are inspired by your sense of purpose. In a way, philanthropic work is often harder than commercial enterprises in terms of your leadership skills and capabilities. Giving back to the community makes me a better leader because leadership doesn't come from your job title; it comes from the way you act.
In your view, what is the most important characteristic of a good leader?
The most important characteristic of a good leader is integrity. All leaders need to do what they say they're going to do. Integrity creates trust, which is essential in any relationship. Without this
trust and respect, there will be no followers and to be a great leader you need followers. The one
thing I have to ask myself over and over again is, "Did I do what I said I was going to do?" I can't take shortcuts — there are no shortcuts in leadership.
What is your best piece of leadership advice?
Leaders can be anywhere in our community. They unite the uniqueness of individuals for the good of the whole, and the first step of leadership is to understand what it truly means to be a leader. It's also important to remember who it is that you're influencing along the way.
MALCOLM BROOMHEAD
Chairman of Asciano; non-executive director at BHP Billiton
Malcolm Broomhead said the most important leadership quality is the ability to listen. Source: Supplied
What is the biggest challenge you face/have faced as a leader in Australian business?
Changing the culture in a long-established organisation within a short time frame. This task required the engagement of everyone in the organisation — they needed to contribute to the change in order to have a sense of ownership of the new culture.
How has your community and philanthropic work had an influence on your capacity as a leader in your field?
It has given me a heightened awareness that all people are basically the same — their motivations, moral compass and potential are similar irrespective of their circumstance. For example, I have learnt that empowering others and helping build their self-esteem is just as important to the success of a philanthropic initiative as it is in a business. I have seen first-hand how a sustainable microfinance system positively impacts people's sense of hope, purpose, and self-esteem.
In your view, what is the most important characteristic of a good leader?
The ability to listen to and respond to the views of those he or she is leading.
What is your best piece of leadership advice?
Be very clear about your goals. Keep them simple, communicate and listen to your stakeholders.
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