Inspirational leadership is not rocket science, says manager

23 March 2010 8:56am

Inspirational leadership is not rocket science and shouldn't be overcomplicated, a BlueScope Steel manager told delegates at the 2010 HR Practices Day in Sydney last Friday.

"I think we overcomplicate a lot of stuff," says the former cadet and current manager of safety, health and risk for Australia and New Zealand, Brian Rooney.

He says good leadership boils down to actually doing what you say you're going to do, communicating clearly, and taking your people with you on the journey.

Be intolerant... and honest

As Australians, "we are really tolerant people", Rooney says - perhaps too tolerant.

Even when poor performance is an obvious issue, "we put up with a whole heap of stuff before we actually do something [and] complicate things because we don't want the difficult conversations".

However, failure to address poor performance can have broad and destructive implications. Even if it only involves one employee, there will be spectators, he says.

"But there is an alternative, thank goodness, and it's so simple. We become more intolerant of poor behaviour - you correct it early."

A colleague once told Rooney that giving feedback to an employee is "an act of love". The words have stuck with him ever since.

"Because if they're not performing well, then everyone around them can see," he explains. Failing to address the issue "isn't really caring for that individual".

"If I wasn't performing I'd want someone to tell me, so I'm going to have that honest conversation," he says.

In addition to procrastinating when negative feedback is called for, Australians often feel uncomfortable about providing positive feedback. However, just as poor performance has a flow-on effect, so does positive reinforcement. "And it's as simple as saying, 'Thanks for doing a good job'.

"You don't need to go out and come up with some fancy awards program or anything like that," he says. You do, however, have to seize opportunities as they arise - "that's a real time moment you have to actually shape the future. And you don't get those moments back... It's got to be instantaneous; it's got to be quick."

By listening, responding to and thanking your employees, "you are reinforcing behaviour you want", Rooney says.

Keep it simple and keep it real

When giving feedback to employees, and when communicating in general, Rooney's advice is to "keep it simple and keep it real".

"As soon as you start to make things too complicated, you lose people," he says - and if you don't genuinely care for people, they will notice.

"If you're not real with them, they're going to know. It's the only rule I had with my guys... if I can't tell you something because it's sensitive to the business I'll just say 'I can't tell you because it's sensitive to the business' and then they know. But everything else was up for grabs.

"People have great bulls**t detectors," he says. "You've all got them - don't think anyone else is less well equipped."

Rooney sums up his advice to leaders with four Cs:

Clarity - say what you mean to say.

Consistency - everyone is looking for you to make a mistake; gain their respect by doing what you say you will do.

Change - take people with you on the journey. There is no point in leading the charge alone; you're only as fast as the slowest "player".

Communicate - make sure the message that individuals receive is the same as the one you intended to communicate.

HR Daily has previously hosted a webinar on handling difficult employees. Click here to watch it (HRD Plus Gold subscription required), or here to order a copy from our online store.

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