Team successes ’a real buzz’

City of Rockingham director of community development Gay Thornton tells Brian Oliver about the challenges and joys of leading a team of more than 100 people.

Q: What do you wish someone had told you when you first started out?

A: About the role of small ‘p’ politics (power in action) surrounding leadership positions and how to read the game play. I had to quickly pick up skills for managing myself and others in such situations and working in a State Government department opened my eyes to this.

Q: What’s the most important moment in your career so far?

A: I get a real buzz out of experiencing teams’ successes and watching staff grow as individuals. I was bowled over by the staff when they nominated me for the Telstra Business Woman’s Awards 2001, in which I was finalist for my work in government and community.

Q: What does leadership mean to you?

A: To inspire the 100 staff in community development to deliver, together, on a clear purpose and direction and a vision of us becoming the leading local government working with communities. A vision that pulls them forward, encouraging their creativity and innovation, setting an example through my own values and behaviour and celebrating our results. This approach does not sit only with me but I encourage it in my managers and various staff throughout the division.

Q: How has your leadership style changed over time?

A: I have found it a challenge over time to move from the more ‘hands on’ and formalised management approach, which I adopted because of the structure it provides to running businesses. It involved me more so with my ‘fingers in’ — monitoring inputs and controlling staff with the structures, tools and answers.

Q: What’s the best advice you have ever been given?

A: When dealing with difficult situations involving people being either too aggressive, bullying or autocratic, or at the other extreme, too soft, timid, shy, I was advised to not get enmeshed in the situation but to remain assertive; to hold the middle ground by adopting the 4 Fs — sticking with the facts, remaining firm, being fair and flexible.

Q: Which business leader do you admire the most?

A: I have always admired Michael Chaney in leading Wesfarmers. His position, power and personal power drew respect from his board and the people in his organisation. In my view, he provided clear direction, but did not capture that in a static strategic plan, but consistently monitored the trends and changes impacting his organisation and made adjustments to strategy from there.

Q: What are your interests outside of business?

A: Over the past couple of years I have spent time developing my understanding of Aboriginal contemporary art. For my mental health there is nothing I like better than throwing myself in the ocean all year round after a walk, and then followed by a coffee.

Q: Tell me the biggest business challenge you’ve ever faced?

A: I’ve had plenty of challenges confronting me but the hardest has been when people involved are being hurt by a workplace or by customers.