Leadership strategies exposed

by Resolve Editor Kate Tilley

“If you want to see a difference in the world, be that difference.”

“Simply employing females, people of colour or those from the queer community and saying now we’re diverse is not going to cut it.”

“We are part of the problem if we don’t say what we see.”

Those a just a few of the wise words shared by panellists in an AILA webinar entitled Leadership goals: Be real. Be heard. Be a leader.

Moderator Melanie Quixley, principal at Barry Nilsson Lawyers, was joined by Sarah Ellis, national portfolio manager, workers’ compensation, Guild Insurance; Emily Barnes, mediator at Dewberry; and Nieva Connell, partner, Mills Oakley.

Sarah said her career choice was to be an English teacher but, after 2-1/2 years at university, she took a gap year and a job in a QBE call centre and loved it. That opened “the world of insurance”, taking her into motor claims then workers’ compensation, including four years in Darwin as portfolio manager. After a few years in Sydney, Sarah “took a leap of faith” six months ago to join Guild.

No old dancers

Emily wanted to be a professional dancer but studied law because “you can’t be an old dancer”. Not yearning for partnership, she was an inhouse counsel doing claims management, which included travelling across Australia negotiating in mediations. “I had a passion for negotiation.”

One mediation Emily attended was led by a senior female QC. “The lack of diversity was so great I hadn’t even noticed it. That shocked me and got me thinking. I decided I wanted to be a mediator.”

Nieva’s pathway was linear. “I didn’t set out to be a partner at a young age, I didn’t do any career planning.” However, she had “cheerleaders and guides along the way”. Coincidentally they were females, but Nieva says that’s not a necessity. They included the firm’s female chair.

After six years, the firm’s business development manager told her to ask for a formal meeting about the pathway to partnership. She did and was shocked by the response. “He said ‘I think you’re ready now’. I was floored and then filled with panic. I had imposter syndrome.”

Trusted adviser

Nieva says she listens to people whom she respects about her skills and abilities. “I probably wasn’t the best person to judge that. If I had my time again, I’d ask a trusted adviser to help me plan my career and understand how to steer my own ship towards my goals, rather than lurching in the dark, as I did.”

Melanie asked what benefits diversity in leadership can bring and “should we care?”

Nieva said lawyers are “basically homogenised”, with similar educations and personalities. “But we don’t come from the same socioeconomic backgrounds, race, gender and sexual orientation. There’s diversity in the talent pool.”

She said introducing diversity means increased innovation and varied viewpoints. Organisations that don’t embrace diversity are “destined to be dinosaurs”.

Emily said: “Insanity is doing the same thing and expecting a different outcome. Ask why? It’s my favourite question.”

Female leadership

Sarah said diversity of thought generates better ideas. At an ESG seminar, she heard many investors want to be part of companies with female leadership.

Melanie suggested diversity was getting a seat at the table, inclusion was having a voice and belonging was having that voice heard.

Nieva said true diversity “comes when you create a space for those newcomers to the table, so they feel safe and their voice is heard”. Too many organisations are merely “diversity box ticking”.

Emily said there was a move beyond tokenism, but still a long way to go. “It’s confronting to see organisations that act in ways that are not in alignment with their morals, as they describe them to the external world.

“It’s up to us to say something, but that’s easier said than done. The next generation is changing the way the game is played, and we can learn a lot from them.”

Imposter syndrome

Asked about imposter syndrome, Sarah said she queried whether she was “up to the challenge” of her new role but observed other leaders and emulated them. “The more you interact, you see they’re real people, too.”

Emily said it was important to ask questions and admit you don’t know everything. Authenticity and honesty enable better connections with other people. “We’re surrounded by bravado that’s hiding insecurity.

“The stronger someone postulates their authority, the more I know they feel insecure. The smartest person in the room invites conversation and input. They don’t hold the truth tightly.”

Sarah said women need to put themselves out there. “Even if you don’t get the job, you’ll get feedback and can put together a better application next time.”

Tips for YPs

Melanie sought panellists’ tips for aspiring young professionals.

Sarah: “You won’t always feel you’re ready but take a leap of faith. Learn from others, ask questions. Take every opportunity for continuous improvement and learning.”

Emily: “Tomorrow is not guaranteed. Give it a crack. I’d rather have a go than be left wondering.”

Nieva: “In leapfrogging to partnership, I knew I wasn’t ready, but did it anyway. There are different pathways to leadership and no right or wrong paths. Just do it anyway.”

Melanie said she had always had a mentor and asked panellists how important that was for them.

None of the trio had formal mentorship, but Nieva said her journey may have been easier if she had.

Emily has been a mentor to others. “People who see you as a threat won’t open their doors. They think success is finite and there’s not enough to go around, but I see value in sharing your knowledge.”

Sarah has found there are always people in insurance who’re happy to bounce ideas with you and she listens to friends who are leaders in different industries.

Emily said authentic leadership occurs when your actions and values are aligned and that’s hard. “A true leader has that and must make hard decisions. It’s about honesty.”

Sarah said positive leadership is about pushing people up and giving them confidence.