Bega Group

Melissa Old is an Executive Leader in People and Culture with broad generalist experience and deep expertise in Organizational Development that involves Business Partnering, Change Management, Leadership and Capability. She is currently the Head of People and Capability Partnering at Bega Group. Based in Melbourne, her industry experience covers FMCG, Pharmaceutical and Financial Services in large global companies. Melissa is experienced in leading organizational change (including mergers and acquisitions (M&A) activity) and coaching leaders to build high-performing teams.

Leadership often entails unrealism through high expectations and stringencies brought by socioeconomic evolutions. Constantly tested, they must hold strong and flexible values. In this interview, Melissa Old spotlights her perspective of an ideal leader. Rigorously stressing empathy and social curiosity, she encourages seasoned and budding trailblazers to humanize their approach and inculcate realistic qualities.

Understanding the modern leader The organizational landscape has dramatically changed over the past decade with unprecedented challenges overwhelming today’s leaders. Hybrid working has become the new normal. There are more mental health challenges than ever before, emerging technologies, and growing uncertainty. There is no doubt it has become increasingly complex and challenging to lead oneself effectively, let alone to lead others.

This makes me contemplate our expectations from leaders today. Are we too hopeful? What are the right skills and approaches to lead effectively? How might we cultivate these skills and mindsets?

I see many examples of leaders struggling to cope with the demands of people leadership. When confronted with the daunting prospect of leading teams remotely, delivering feedback and tackling interpersonal conflict, it is easier to avoid discomfort rather than face it.

The diminishing outlook of efficiency

The ability to have tough conversations, hold others accountable and lead inclusively, requires courage, discipline and skill. However, lately, I have noticed the decline of these qualities in hybrid work environments. Virtual meetings and remote working have replaced in-person interactions. The art of conversation and the ability to actively listen, without the distraction of devices is fading. The way we connect and communicate is fundamental for building trust and relationships to lead ourselves and others.

Sometimes leaders lack the courage to be vulnerable; they are reluctant to seek help and avoid the discomfort of challenging situations. These problems get bigger with tensions festering. If we think of courage as acting intentionally, despite feeling fear or discomfort, then what might this look like?

A true ladder of change

When I think of courageous leaders, the best examples are those showing vulnerability by admitting they do not have all must find the courage to go first, ask for help where needed and act swiftly and decisively.

One of the most inspiring leaders I had the privilege to work, with demonstrated a level of humility and honesty I had never seen before. While the company was at a crossroads, the leader seized a moment during an all-employee meeting to whiteboard suggestions and seek input from every person. This leader was interested in what people thought, what they saw was not working and hearing their ideas for solutions.

In a classic example of putting ego aside, the leader offered the whiteboard pen to anyone else willing to take over the reins. Nobody did, but the gesture was so moving that it inspired action through encouraging ideas and solutions which spiraled into new projects, cost savings, value creation and revenue growth. The company survived and prospered.

Imperfect is the new perfect okay

Leaders sometimes assume they need to have all the answers, fix the problems and manage the crises alone. They need to appreciate their role primarily as humans, to listen and demonstrate kindness, vulnerability and empathy while holding people accountable.

How should we equip leaders to successfully navigate the complexities and challenges of today? Leadership development must focus on building emotional intelligence conflict resolution and communication.

This starts with knowing yourself deeply. What is your story? What are your core values? Why should anyone be led by you? The latter is one of my favorite questions posed by author Rob Goffee.

"Leadership development must focus on building emotional intelligence, empathy, conflict resolution and communication. This starts with knowing yourself deeply"

Leaders must know their story - their purpose, values, strengths, emotional triggers, awareness of development areas, blind spots and how they may impact others. Courage and vulnerability include sharing your story with others to build trust and authentic connection. It requires a willingness to learn from what is not working and regularly reflect and repeat what has gone well.

Building curiosity for people

As leaders, we need to let go of the notion that we should be able to fix everything. When faced with a people challenge, often the best advice is to listen and understand. All humans have the basic need to be seen, heard and understood. Dropping self-focus to genuinely know others can be powerful for building trust and connection.

The most brilliant leaders I have known have shared some common attributes. Clear on their vision for success and articulating the path forward to show the way for others. They have humility in spades. They expect lofty standards from themselves and others but are not afraid to be human, demonstrating compassion for others. Importantly, they are also self-aware and find the courage to ask for help where needed, especially where the problem extends beyond the limits of their expertise.

Setting real expectations and mindful boundaries

It can be tough to lean into the discomfort of confronting conflict, giving feedback, or feeling helpless because you do not have the answers or know what to do. However, with practice, it is possible to become more comfortable in the uncomfortable. Courageous conversations require active listening, curious questions, and an open mind for criticism.

Being a leader is often about doing the small things, the onepercenters. It is showing up every day in a consistent manner, being disciplined and organized. This is tough in practice, especially when under pressure, not feeling at your best or experiencing personal difficulties. Leadership requires you to make tough decisions even when unpopular, always acting with a strong moral compass. Leadership requires lifelong learning, building authentic connections, and a commitment to the well-being, performance and growth of others.

Leaders are not superhuman, however, they are expected to regulate their emotions and manage themselves to have a positive impact on others. While vulnerability is important, leaders need to provide consistency, calm reassurance, and stability, especially during times of uncertainty and change.