Communication
Effective communication is the most important tool for a good leader, and often the most overlooked, misused and maligned of all management tools. People naturally want to know whatis going on and why. “Knowledge is power,” said the English philosopher Francis Bacon, so why, I ask, not make a powerful work force by sharing the ‘knowledge’? The effective leader knows that the way to people’s hearts is through their ears and eyes.
I attempt to have an understanding of the information requirements of my people, then to give them what they need in a form they can understand and utilise. Often people need to be educated about what is available before they can tell you what they need. They may also require training on how to incorporate this new resource into their job.
On a weekly basis I communicate all that I can on what is happening at our firm and why. I believe people are more interested and hence involved when they can see the big picture and are also kept abreast of the detail.
Continuous Development
Leaders must create an environment of ongoing improvement. Therefore, they themselves must be continuously improving. Through formal and informal means, leaders must keep up with what is happening worldwide in the areas, which touch their business.
We should seek to inspire people to embrace learning and the development of their ability to be more successful and do their job better on a daily basis. Everyone in the organisation should understand and have the means to spend a percentage of their day getting better at what they do, and in fact delivering improved results.
Role Model
Nothing more needs to be said on the subject than ‘Do as I do, not as I say’, because in fact that is the best you can hope for.
The Human Factor
I believe in people and their ability to develop, perhaps to a greater extent than they see themselves. People need to see what’s out in front of them if they are to get there. Dr Stephen Covey’s concept of developing people through the accomplishment of tasks is spot on and a key in the human factor equation. A genuine commitment to helping your people achieve will create an unbeatable work force, which will be ‘turned on’ and achieve more than was thought possible from the individuals concerned.
Our agenda is very clear with people; that is, to help them achieve their aspirations, even if this first means helping them discover what they are. Working from the premise that it is the responsibility of all employees to do their best for themselves and the firm, provide them with direct positive feedback whenever warranted and constructive feedback on a just-in-time basis. Feedback should be as objective as possible: outlining the issue, asking them their view, filling in the blanks as required, before moving into the mode of business as usual. I expect everyone within the organisation to work to improve themselves, their unit and the firm. Assisting people to achieve more for themselves and the firm is my number one priority and definitely the highest valve activity I can perform in a leadership role.
Many organisations talk about caring for their people. They create all sorts of programs and overheads to prove it, when in reality they don’t put their mouth where their money is. By helping those around you actually to grow, thereby making a greater contribution to the organisation and improving their position or marketability along the way, you can truly inspire ‘the human factor’.
As a Director and CEO of Fletchers, Bradley Brown has overseen the complete transformation of this real estate firm into one of the leading agencies in Australasia. He is responsible for ensuring that the firm achieves outstanding outcomes for its clients, and that its people maintain their reputation for being the best in the real estate industry. For more information visit fletchers.net.au.
