I watched with total amazement the other night BBC3's the Call Centre.
The leadership approach of Nev Wilshire the CEO of Save Britain Money Group http://www.nevillewilshire.com/.
At times he made David Brent of the Office seem sane and balanced. He seemed to break every HR law known to man. In his arsenal of faux pars were firing staff for not singing, inappropriate comments to female staff, allowing junior managers to bully, and parading a fragile young girl through the sales force to find her a date "coz she was being a miserable bastard".
And yet I loved him, and thought he led a really happy ship. This workplace was no corporate suit outfit. He wanted laughter, he loved banter, he created speed dating nights, and staff briefing peptalks called "Shit Sandwiches" where the staff cheered and clearly wanted to be there. The place turned on his character, a classic level 4 leader. No blank faced products of Jim Collins here. This was Nev's Ship and he wanted the crew to be happy, because " Happy people sell things".
A call centre is a place for the thick skinned and in deprived South Wales getting a job in a former mining community in Britain's service industries is a tough call. The office culture is key to not only the companies success but also the ability of people to be able to sell.
His paternalistic approach to leadership wasn't learned in a book, it is instinctive and is the Xfactor that makes workplaces and churches good places to be and empowers people to find their place and thrive.
As I watched Nev he exhibited strong pastoral skills. He cared when people were unhappy. He was committed to people finding their place in the organisation. He guarded people who were vulnerable from bully's and philanderers, he watched over his flock. He wanted good leadership, he wanted results, and most of all he knew his workforce was his key asset. He took care of training himself and wanted to ensure that his leadership pipeline was well attended to. He set the tone, style and ethos of the place by getting people to sing-a-long to the Killers. Many would clearly hate him but his personal pain meant he understood people and gave people second chances. But what grabbed me most about Nev was his authenticity. He was believable and love him or hate him he was real, and people could access him, and so they trusted him.
All these issues are things that leaders might well reflect on.
Who sets the social tone of your organisation?
Who is the gateway in and the pathway out.
Who is working with the overlooked, sad people are infectious and set an atmosphere. They need care.
Is the organisation regularly celebrating all our successes.
Is there plenty of laughter and does banter do good or is it a tool for bullying of the weak.
Lastly am I the leader authentic, accessible and believable.
