Why AMP’s CEO turned down PwC’s partner program
Alexis George works by the mantra that if you don’t love something, get out. In our latest podcast she shares her tips for dealing with conflict and making tough decisions.
Early in her career, Alexis George, chief executive of financial services company AMP, moved back to Australia after travelling offshore and landed a job as a bank reconciliation clerk.
Her last role was a senior manager at Price Waterhouse, and she was aggrieved. It was a big comedown.
Alexis George, talking on the 15 Minutes with the Boss podcast, says the hardest thing about leadership is being on show all the time. Dominic Lorrimer
A friend gave George some useful advice: “You have two choices. You become the best bank reconciliation clerk you can be, or you get out.”
George recalls: “I became the best bank conciliation clerk I could be on that day. What I learnt from that [was] always do the best you can. If you’re not passionate about what you’re doing, get out.”
This week in the 15 minutes with the Boss podcast, George also talks about her favourite podcasts, dealing with conflict and volunteering at Lifeline. Here’s some of what she said. (Listen below or wherever you get your podcasts. New episodes every Tuesday.)
How do you make tough decisions or manage conflict?
Dealing with it quickly is the best thing, I have learnt. If I don’t deal with it quickly, it becomes something that it wasn’t, and it builds up to something that it doesn’t need to.
So for me, if I feel there’s conflict, I will deal with it. I forget about it 10 minutes later. That’s not always a good thing, because I know other people don’t. I’m very conscious of that. But I think it’s best to just face into conflict.
And when it comes to difficult decisions, I think I’m really rational. So I’m going to make difficult decisions based on data rather than emotion. They’re not always pleasant decisions. I accept that.
Is there a secret to being critical about someone’s performance and how you deliver that message?
I think if people understand that you’re doing it in their best interest, and not to one-up them, it makes a difference. And I think [you should deal] with it at the point, not six months later when you sit down and have a formal review. That is not effective in my mind.
[Make] sure they’re aware that you’re only doing this to help them. “I’m not going to tell anyone else about it, I’m trying to help you with your performance,” – I think [that] is really important.
What’s the hardest thing about leadership?
The hardest thing about leadership, especially in a modern world, [with] social media and mobile phones, is always being on show.
And being really careful about those little messages you might be sending that you’re not conscious of; you didn’t do something, or you did do something, or you said something, or you didn’t talk to someone because your mind was everywhere.
So I think that [it’s] constantly being on show.
Do you have a coping mechanism for high-stress situations?
I have two things. Firstly, I always have my runners under the desk. So if I’ve really had enough, I’ll put them on for 20 minutes. I am lucky enough to work in Circular Quay, so I can go for a quick walk around the Opera House or in the [Botanic] Garden and come back. It is always a good checkout mechanism.
I’m not a natural stress head, I’ve got to say. Typically, I can just sit for five minutes, and I’ll be fine.
But being outside for me is a real calmer.
Subscribe to gift this article
Gift 5 articles to anyone you choose each month when you subscribe.
Subscribe nowAlready a subscriber?
Introducing your Newsfeed
Follow the topics, people and companies that matter to you.
Find out moreRead More
Latest In Leaders
Fetching latest articles