RE­ALTY BYTES Al­is­ter Maple-Brown

Twenty years ago, lead­er­ship was largely grounded in ex­pe­ri­ence and ex­per­tise – but to­day the best lead­ers seem to score stronger when it comes to EQ. Rock­end CEO Al­is­ter Maple-Brown explains.

Elite Property Manager - - Contents - Al­is­ter Maple-Brown is the CEO of Rock­end. For more in­for­ma­tion visit rock­end.com.au.

WHEN IT COMES TO YOUR CUS­TOMERS, YOU NEED TO BE HUN­GRY FOR CHANGE – NOT AFRAID OF IT.

Be­ing a leader of­ten meant you had to be the smartest per­son in the room or the per­son with the most grey hairs. But things have changed.

Im­por­tantly, strong lead­er­ship can be the dif­fer­ence be­tween a thriv­ing and suc­cess­ful busi­ness, and one that suf­fers un­der the pres­sures of dis­rup­tive change. So what does it take to be a suc­cess­ful leader in the 21st cen­tury?

Draw­ing from a back­ground of trans­for­ma­tive busi­ness lead­er­ship that few can em­u­late, Stephen Scheeler, the for­mer Man­ag­ing Di­rec­tor of Face­book's Aus­tralian and New Zealand busi­ness, boils it down to eight key at­tributes.

1 VI­SION

The most ef­fec­tive lead­ers dare to dream. When it comes to busi­ness, your agency's vi­sion is its bedrock. It's the solid thing your team can count on, no mat­ter how much tech­nol­ogy, prod­ucts or ser­vices shift and change.

2 HU­MIL­ITY

Strong lead­ers are hum­ble. All too of­ten a lack of hu­mil­ity can man­i­fest it­self as

ar­ro­gance or hubris. You can't be an ef­fec­tive leader if you feel you're bet­ter than your sub­or­di­nates.

3 CU­RIOS­ITY

To truly be a suc­cess­ful leader, you need to turn on your cu­rios­ity. The key is to never stop seek­ing out op­por­tu­ni­ties to learn.

4 TRANS­PARENCY

Trans­par­ent lead­ers have no hid­den agenda. Their mantra of trans­parency per­me­ates their be­ing in ev­ery sit­u­a­tion. First and fore­most, they're truth­ful with them­selves and don't use what­ever shade of truth that works best at the time. Rather, they ad­here al­ways to only one shade of truth: the most ac­cu­rate and com­plete truth to the best of their knowl­edge.

5 ADAPT­ABIL­ITY

Adapt­ing to change is a lead­er­ship im­per­a­tive. The for­mula that got you to where you are to­day likely won't be enough to take you to the next level. As a leader, you need to be flex­i­ble and adapt­able, steer­ing and re­spond­ing to change, as well as help­ing oth­ers face it and adapt.

But mere adapt­abil­ity is not enough. Lead­ers need to adapt quickly and proac­tively if they want to stay ahead.

6

DATA DEX­TER­ITY

Ef­fec­tive lead­ers in to­day's mar­ket need to use the tech­nol­ogy and data avail­able to them to make smarter, more strate­gic de­ci­sions. Af­ter all, if you aren't us­ing to­day's data, it will be even more dif­fi­cult to adapt to to­mor­row's.

7 CUS­TOMER OB­SES­SION

Lead­ers need to be ob­sessed with find­ing the ab­so­lute best tech­nol­ogy, prod­ucts and ser­vices to keep their cus­tomers happy and en­gaged. When it comes to your cus­tomers, you need to be hun­gry for change – not afraid of it.

8 SPEED

Too many busi­nesses to­day move too slowly. As a leader, you need to think about time as a scarce re­source that you need to mea­sure, con­serve, en­rich and op­ti­mise.

Meet­ing the chal­lenge

In an age of dis­rup­tive change, to­day's lead­ers are un­der a huge amount of pres­sure. Un­for­tu­nately, many lead­ers put too much fo­cus on the tech­nolo­gies be­hind dig­i­tal dis­rup­tion, when they should also be ad­dress­ing these fun­da­men­tal lead­er­ship skills. ■

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