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Client Interviews

Leo McKee - BrightHouse

 
Leo talks openly about his experience of working as a CEO and engaging with interim executives for his business.

Video Transcript
If for any reason you are unable to view this video, please find below a transcript of the content:

As Chief Executive of the business, what are your greatest challenges?
In a difficult economic environment, sometimes things will not go precisely as planned and it’s keeping morale high, it’s keeping the ship on course, it’s avoiding being discouraged by personal behavior and personal examples sometimes.

Leo, what are the main challenges your organisation is facing in the current economic climate?
It is very difficult and it’s really being clear about the short-term objectives as well as the longer-term goals.

And how do you ensure the business achieves its objectives?
I think what is important, Nick, is having clarity about what we are trying to achieve and then robust measurement processes – if we are going to keep the ship in course, we have to make sure that if it is buffeted by a storm or a wave or slowed down by fog, that we understand what’s happening and take the right action, swift action, with measured urgency rather than panic in order to set the course again. I think even in these tough times, there will be winners and there will be losers, and the winners are those who stay alert and who adapt to the changing circumstances.

So how would you describe your leadership style?
It has been described as friendly-demanding. Friendly in the sense of being supportive, giving people the clarity, the direction, the guidance, the training, the systems that they need on the one hand, and on the other hand, demanding – being clear about measures and milestones and expecting these to be delivered.

And what do you look for in a successful management team?
I look for trust, cohesion, I look for edge, I look for customer focus.

How do you motivate your team?
Teams enjoy the game, they enjoy delivering, they enjoy achieving – I think it’s important to celebrate success. I think it’s important also to have a listening ear so that people can raise issues without worrying about whether or not they are saying the right thing. I think in terms of celebrating success, that can vary from an informal supper somewhere to just a shake of the hand.

And Leo, what is the greatest piece of advice you have been given?
Seek to understand the other person’s point of view, their feelings, even if they’ve got a background different to you or are at a different level, or something like that, it’s very important to listen and to listen actively. I think that’s the best piece of advice I’ve ever had Nick.

So Leo, have you ever had any mentors in your life?
I’ve been fortunate in all of my life I’ve had mentors. I regarded my parents as great mentors and they were certainly 100% behind me in all of their lives. But I think throughout life there have people, as one has climbed the greasy pole, who have offered sage advice, constructive criticism, and I think it is very important to say that a mentor doesn’t have to be higher than one is in the organisational structure – the car parking attendant can be a successful mentor. So I think it’s having the willingness, on the one hand to listen, and then there are a number of people who will offer sage advice, not only from the head but also from the heart and that’s worth having.

How has your business benefited from the use of Interim Executives?
I think the BrightHouse business has benefited enormously from discriminating use of Interim Managers. We’ve seen this business quadruple in value over a four or five year period and a great deal of change has been brought in to the business and where an interim can make a huge difference is that we can have a level of expertise in the business for a given period of time to make a massive short term difference, and for example establishing a strategy or sorting out thorny problem. I vote Interim – it provides great value.

Transcript of Leo McKee, Chief Executive of BrightHouse being interviewed by Nick Robeson, Chief Executive of Hemming Robeson.

 

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