Leadership: 10 levers to focus on leading into the new FY

With a recalibrating market across most of Australia, the leader must often make hard decisions. They are not always popular, but if you have your team shoulder to shoulder with you and aligned behaviours and values, they will follow you — even if out of curiosity — if you have mutual respect. As a leader, you need to accept that it’s more important to be respected and trusted than to be liked or popular. This can be hard for some to grasp or even accept.

Leaders have to make hard decisions and consider all stakeholders and moving parts, which is sometimes hard for individuals in your team to accept when they are not across all the moving parts. Always consider that clear and frequent communication, especially around change, is critical for buy-in and understanding from your team. If you can, allow ample time and education for everyone. But once a decision is made, be strong and stand by it. Your team will look to you for certainty and confidence so do not be indecisive.

If you were wrong, own it, apologise, be accountable and rectify the decision or investment made; the team will respect it.

Being true to your company’s values (way of being) is critical during your decision-making process. Don’t say one thing and then do another. Your credibility and effectiveness as a leader will be jeopardised so next time you ask the team to follow and trust a decision, you’ll find it will not be with so much gusto.

Give those around you who may not react well to change, the facts and data to support your initiative. Make sure they have the coaching and resources they need to support the vision.

Being organised and ensuring excellence in execution as a leader is also incredibly important. Be prepared for meetings and bring high energy with a gold nugget that provides value to your team and customers. If you display accountability yourself and execute on projects by meeting deadlines, then your team will follow. Be the inspiration for the team and help them be the best version of themselves by driving high performance and accountability; they’ll thrive on it.

Swim upstream. Consider what could happen next when certain circumstances present themselves in the workplace. Role play with the other leaders in the business scenarios to get them to think outside the box, and you may all come up with a problem or solution you never considered. This is great for empowering your people and exploring new ideas to add value to the overall business and customer experience.

Consistency, transparency, and execution are keys to impactful leadership. For more effective meetings in your organisation, a great time management tip is to always send a meeting request with an agenda, and do not accept one without an agenda. This also helps others understand what needs to be prepared and what the outcomes are without being blindsided. Also, leave buffers of 20 to 30 minutes between your meetings.

Consider speed wherever you can. Some things need to be passed on to others and some things need a more calm approach from yourself. Calm and consistent leadership is something that cannot be taken for granted. Slow is smooth, and smooth is fast.

Embrace innovation if it improves the client experience for your team or customer and increases efficiencies. But not just for the sake of it; it must be implemented and integrated to its full functionality and the team must be competent in its usage and purpose. Ten years ago, I was guilty of saying “I don’t do technology” and letting others get on with that, but then I realised that if I did not do technology, then technology would do me. This has helped me immensely with leading a team. If the team saw that I was an early adopter who embraced change, then they were more likely to come on the journey and be less resistant. It’s especially true for property managers and more established sales agents. The right technology should provide accessibility, transparency and speed for your internal and external customers.

Always remember that consistency builds trust and respect. This is true of your demeanour and how you treat all of your staff, not just some. It also comes back to how you foster values. If you ever have a one-on-one with a team member, do not ever cancel, move the meeting, or be late. This was one of my biggest pain points as a franchisee before moving into a corporate role as a franchisor. Nothing breaks trust and credibility more than a leader who continually cancels or moves things. Not to mention, you’ll look unorganised and out of control, or even worse, a no-show.

Life continues beyond the workplace. It is always important to know your partners by name, their children and what impacts them outside of work. If your team’s home fires are burning, then things are more likely to be okay at work. Take the time to have a coffee or breakfast meeting with your team throughout the year, one-on-one, to show them the loyalty and respect you often demand. It is a two-way street.

Empower and encourage those around you to champion new ideas and projects. Make a conscious effort to surround yourself monthly with other leaders across industries, visiting high-performing offices, having productive lunches, and attending other sales or property management meetings. Collaboration with successful people will always foster better conversation and outcomes. With successful business people, these commitments are reciprocated and are so beneficial for your team and your professional development. When you think you are better than someone at something, find someone who is better and become better again. I have found suppliers very accommodating and keen to engage in this sharing as well.

In summary, I like to think of leadership as an individual’s legacy or philosophy, so step up, own it and celebrate the success.

Even if you are already an inspirational leader, we can all be 1 per cent better in the new financial year.

Kylie Walsh is the founder and director of Regrowth.