LEADERSHIP: TRUST ME, TRUST ME NOT

Published: 2010-02-12   please add a comment below

In his first year as Prime Minister of Australia, Kevin Rudd enjoyed unusually high poll ratings. He represented a change of both priorities and approach that many voters welcomed. That was 2007. But now in 2010, a survey of five capital-city talk-back hosts* gives us the following quotes. He "talks about taking tough decisions, but I don't think our audience necessarily buys that he's made any tough decisions." "They see his language as contrived, his personality as plastic and they don't think he's got a sense of humour." They "can't understand what he's on about." Assuming you're past the honeymoon phase of your current leadership role, what are people saying about you? What do they want you to do differently? Here are six actions I've read that journalists or other commentators have suggested for Kevin Rudd in recent months.

1. Keep the vision and priorities clear and simple, and constantly in front of people. Confusion undermines commitment.
2. Take the tough decisions necessary to deliver your vision outcomes. Broken promises and delayed delivery are chipping away at your reputation.
3. Surround yourself with strong, independent people, who have the experience and courage to give you wise counsel. Listen to them with an open mind.
4. Delegate so you can focus on strategic issues. Don't let your desk become a bottleneck because you want to sign off on everything.
5. Keep your cool - but also your warmth. Strength under pressure reassures people. They also like to follow someone they can relate to.
6. Focus on your core constituency - rather than overseas meetings that take time away from your core priorities as Prime Minister. Voters notice.

Kevin Rudd came to his role with a long list of things he wanted to change, and has continued to extend it. His government has set up lots of enquiries - few of which have yet led to action. Perhaps by now, he's confused - and exhausted. There are reports of temper tantrums.

The question for him, as for any of us when our leadership slips, is this: do I have the inner strength to accept what's happened, and the courage to do something about it? Trust can be rebuilt but not quickly or by a single action. It takes time and a willingness to admit error and accept suggestions. For example, the six listed above.

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Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®

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