Reinventing the Lion: the Role of HR

How to Approach The Lion's Den:
Bob Barbour's advice to other HR Directors

Having walked into the lion's den with five pages of personal leadership advice for his boss, Lion Nathan Group HR Director Bob Barbour lives to tell his tale of leadership and culture reform.

Scott Maclean (Horizon): What behaviour from CEO Gordon Cairns led you to take action?

Bob Barbour (Lion): Like many conventional leaders Gordon's leadership style was demanding, insensitive and excessively task oriented. His confrontational aggressive/defensive style was a challenge for many people resulting in low morale and high turnover.

SM: How did you go about approaching Cairns?

BB: Having made the decision to challenge him, I spent all weekend carefully scripting the points I wanted to make. I knew I had to have a strong case for change. To Gordon's credit he listened, accepted the feedback, and immediately committed himself to change. This is the key: an individual really needs to want to change for them to be successful.

SM: What role did the senior leadership team play?

BB: Their role was vital. Having agreed on the need for a new direction we all worked together to formulate a new vision for leadership and culture at Lion Nathan. We discussed at length what great leadership looked like and committed to each other that we would become role models for the rest of the team.

SM: How do you and Cairns work together now?

BB: I have become an internal coach for him. He also has an external coach. In other words, he relies on me to point out any behaviour that I see that is not constructive behaviour. And in return he does the same for me!

SM: How valuable was the Human Synergistics' Life Styles Inventory (LSI) in making your case?

BB: The LSI feedback gave him a big wake up call. As with most people, real change only comes about when the person experiences high discontent with their current situation. The LSI is a great motivator for change and is particularly effective when dealing with strong minded CEOs who like to measure results.

SM: What were the personal benefits for Cairns?

BB: The whole process has taken a lot of pressure off Gordon. He no longer feels like he has to have all the answers when he walks into a meeting for example. Indeed, that pressure has been lifted off people right throughout the organisation, which is making everyone's lives better and is contributing to improved performance.

SM: Can you summarise your advice for HR directors thinking about undertaking a similar process?

BB:

1. Be courageous in saying what you think - be constructive.
2. Build a strong business case for change.
3. Find a highly respected tool and consultants to provide constructive leadership and culture feedback.
4. Agree with the CEO on an appropriate way for the HR Director to give immediate feedback on behaviour.
5. Book in time to do the necessary reform work otherwise it won't happen.
6. Keep measuring so you can see the progress.
7. Celebrate milestones.
8. Understand relapses are normal.