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Creating great cultures: Part 2

In this second article in a two-part series, Kylie Dulhunty asks industry leaders Tim Carson and Andrea Lever what attributes make a great leader, how they inspire their team and what they do when things get tough.

When it comes to leadership, there are different styles, varying schools of thought and a range of approaches. But chances are you can readily recall a great leader from your past.

In this series, we ask industry leaders about the attributes that they believe a great leader has, along with how they inspire their own team and what they do when things get tough.

Tim CarsonExecutive Director, McCartney Real Estate

What attributes make a good leader?

Whether it be leading a company or a high-profile sporting team, I feel that there are specific attributes that all good leaders possess.

The main characteristics that resonate with me are integrity and ensuring that the focus is primarily on the team or the group you are leading rather than the leader itself.

Cohesion and the effectiveness of the group’s ability to work in unison towards the common goal or objective of the company or team ultimately determines one’s success as a good leader.

Detail a time you lead your team well and how it helped them and the business?

The recent Victorian COVID-19 lockdowns we experienced throughout 2020-21 proved to be a tough time for all businesses and business owners.

We were fortunate enough during these challenging times that we were able to not only remain in business but ensure the security of all our staff and their jobs.

Maintaining regular contact with our staff, providing ongoing support and being adaptable and flexible to each member of staff’s family and life circumstances when working from home was a key factor in enabling our team to continue to work throughout the lockdowns, but also regroup when we’re able to go back to the office.  

How do you keep your team motivated in difficult times or when the market is slow?

Being able to motivate a team comes from your ability to understand each member and how they operate on a personal level.

It is important to recognise that what may motivate one staff member may not hold interest to another.

It is vital to encourage strategic and critical thinking from everyone in the team. Supporting staff to be open-minded and allowing them to have creativity in their ideas ensures staff feel valued and that their opinions are important.

I feel that involving the team in meetings and discussions to brainstorm ideas during market lows or difficult times allows them to feel heard and gives them a responsibility to the company to contribute.

Explain a time you failed as a leader and what you learnt from the experience?

Unfortunately, failure and mistakes come part and parcel with leadership but are an integral element for self-improvement.

The beauty of mistakes is the knowledge we obtain from them and the learning experience they provide us with for future encounters.

One specific instance that I look back on and believe I failed as a leader was when a staff member had conducted themselves unethically during a business transaction.

I called them out on their wrongdoing in front of other staff members, and this was not well received by the person in question.

In hindsight, I can see that the discussion should have been held privately and only between that specific staff member and myself.

The experience taught me that it is important not to assume how someone may act or react to a particular situation when confronted in such a way.

Regardless of the person or their personality, they should have been allowed to discuss and provide their version of the encounter in a diplomatic and amicable environment with an open dialogue.

How do you continue to grow and improve as a leader?

Continual growth as a leader is crucial in this ever-changing and fast-paced industry, and being open to change is critical to remaining successful.

Undertaking regular industry training courses and attending professional development days are extremely important in ensuring personal growth.

These workshops open your mind to different strategies, concepts and ideas, which provide you with additional tools to better your experiences when interacting with staff and clients.

Andrea LeverDirector, Ray White Albury

What attributes make a good leader?

I think caring about your people and remaining approachable, honest, consistent and passionate are attributes that make a good leader.

Detail a time you lead your team well and how it helped them and the business?

Recently I treated my team to a two-night retreat. I spent many hours preparing for this event, and it involved focusing on our goals, values and vision and looking forward to the future.

We also celebrated our hard work and dedication. It was a great mix of work and play.

How do you keep your team motivated in difficult times or when the market is slow?

To me, culture is incredibly important. For example, every Friday, my team and I collectively join each other to share our weekly highlights and challenges.

To me, this ensures that everybody wraps up the week on a high and feels cared for.

Explain a time you failed as a leader and what you learnt from the experience?

Previously I have failed in recruiting the right people for my team and ended up with people who have not been aligned with my current work family.

From this, I have learnt that it is more important to take your time to ensure that everyone is the right fit. I have engaged professionals to assist me in this.

How do you continue to grow and improve as a leader?

I have invested in a business coach to keep me accountable and to teach me how to be the best leader possible. I also embrace all training that can help me improve as a person and as a leader. 

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