The Victorian Liberal party and the public decided Ted Baillieu was not cutting the mustard as Premier of the great Australian state of Victoria. He’s now been axed.
Do we really care that he is has been working his tail off behind the scenes for us Victorians? That he is a decent human being with a great deal of humility? That he has endless love for Victoria & appreciates the honour for “serving such a great state”?
Not really.
Even a supportive collegue Jeff Kennett said that Ted is overusing his strengths (being reflective, quietly spoken, Mr Nice guy) – “Ted needs to better ‘sell the sizzle’ of his accomplishments, the great vision he has for Victoria & his plan to make it all come together”.
Interestingly I had started this blog a nmber of days ago and now Ted is no longer Premier. Although we don’t know exactly what has happened behind the scenes, his style has let him down. Being over reflective and under selling the vision and excitement of his plan has cost his job.
By the way what was his plan, his vision, his passion?
Perception is everything!
To better understand the dynamic of what has gone on let’s use some science.
The “D.I.S.C.” behavioural profile is a powerful and widely used tool that helps us to understand our different motivations – the “WHY” of what we do and what drives us.
Ted Baillieu’s style was more “S” and “C” – “S” meaning “STEADY SUPPORTIVE behaviours while “C” represents “CAUTIOUS COMPLIANT” behaviours. Together the nature of the beast is reserved, risk avoiding behaviours.
People like Ted frustrate many of us by taking a long time to make a decision and be guarded in their behaviour – not giving away a lot. The upside is when they do talk listen up as they have usually put a lot of thought into what they say.
Jeff Kennett on the other hand, exhibited opposite behaviours, “D” and “I” behaviours – “D” being “DIRECT DECISIVE” behaviours, “I” being “INTERACTIVE INSPIRING” behaviours. Both are outgoing, risk taking behaviours. Jeff’s problem was that he didn’t know when to shut up.
We loved him because he got us excited, he had a way of selling a vision, selling the future. We sacked him because he didn’t listen enough – his drive became arrogance and not enough humility. I’m not sure if he always engaged his mouth before putting his brain into gear?
Leadership becomes more and more critical the higher we are in any organisation government or corporate.
In Jim Collins (author – “Good to Great”) the best leaders show both intense humility and drive. They know when and where to exhibit these essentials. They also know themselves well and are able to show flexibility when it counts.
Pity no-one told both Ted and Jeff
