Born Again as a Girl Treated Like a Dirty Rag H Game
Why VIA Rail's boss feels 'getting his hands dirty' is of import
In a contempo interview, Yves Desjardins-Siciliano talks near why executives must 'earn their correct to accept an stance' and how 'a cultural shift requires resilience and positivism'
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Lessons in Leadership: Reflections from Canadian CEOs
Yves Desjardins-Siciliano, president and chief executive of VIA Rail, has a unlike approach to leadership than many CEOs. Desjardins-Siciliano joined the organization in 2010 as its principal corporate and legal officer and corporate secretary before moving to the corner office in May, 2014. Before joining VIA, he had a successful career as a lawyer and executive. In a recent interview, Desjardins-Siciliano told Fiscal Post correspondent Craig Dowden why executives must "earn their right to have an stance" and how "a cultural shift requires resilience and positivism." Following is an edited version of that conversation.
Craig: Tin can you share a bit almost your approach to leadership?
Yves: Since I outset took a VIA Rail train later on condign CEO last summer, I take been going on the PA organization, introducing myself and announcing to the passengers that I am available to come up by their seat and reply any questions or collect whatsoever comments they may take. Crew members often react with "are you lot nuts?" They are concerned that some passengers may be difficult, or that they may harass or insult me.
I always say, "If it happens, maybe we deserve it." It hasn't happened withal. In a few rare cases, I was confronted by unhappy passengers, only that gave me an opportunity to mind to their concerns.
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Craig: Why business organisation yourself with contiguous customer service when yous accept a company to run?
Yves: They say 80 per cent of life is showing up. I think it's the same for leadership. One has to earn the correct to take an opinion and to ready a direction and expectations with their troops. Leadership is not almost authority as much as information technology is about credibility. Talking to passengers onboard, in stations or doing Q&As after every speech is about showing our employees that I am sharing their load and, in some cases, their pain in dealing with hard or embarrassing situations that happen in our business. Seeing their CEO get involved with their reality reinforces that what they do is important. I believe that is the bulletin they get when they see the guy at the top not shying away from the tougher parts of the job.
If I see paper on the floor when I walk through a train or a station, I pick it up. I exercise this for two reasons. First, it's a matter of pride. I like to tell employees that these trains and stations are our home. It's where we welcome those nosotros serve. It's no dissimilar than welcoming friends at home. 2nd, it's meant to reduce the unfortunate but real perception of distance and departure that oft exists between management and forepart line workers. In a service business like VIA Rails, of course at that place are occupational differences between positions, but there can be no differences when it comes to commitment and intent in how nosotros serve our communities, and in making our passengers experience welcome and well-treated. It's a squad effort.
Craig: Surely you have the power to ensure that the level of service VIA Rail provides meets your standards without literally getting your hands dirty.
Yves: I think the big misconception about being a chief executive is that you can make everything happen. In many ways, it is more like pushing a rope than pulling ane. You lot are totally at the mercy of the skillful will of the residual of the system and you're but as practiced as the acceptance of your ideas.
Craig: Can y'all talk a bit about the challenges that come with bringing employees onboard with your vision?
Yves: The major challenge is helping them believe that things tin change for the better. To remind them of the twenty-four hour period they joined the company. The feeling of success they felt later getting the chore. The excitement and energy they felt on that first workday when they were starting a career in a great company and had a sense of purpose. One has to rekindle those feelings if one is to successfully fight the tendency to resist alter, or worse, the skepticism and cynicism that comes with believing nothing e'er changes for the better.
Craig: That sounds like a difficult culture to modify.
Yves: Yes, simply information technology's understandable. VIA Rail is a Canadian icon, but the fact is fewer and fewer people accept the train. Then budgets have been cut and lines take been cut and the workforce has been cut. I tell my employees they are entitled to be skeptical. All that I ask of them is that they likewise hang on to some hope, that a cultural shift requires resilience and positivism. The alternative is letting that skepticism eat them up from the inside. Skepticism and cynicism only hurt the skeptics and cynics.
Craig: Yous've talked about beingness a part of the solution. What are the toughest personal pieces you manage in this process?
Yves: I've been told people sometimes do what I ask because, as the head of the corporation, they fear me. Every time I hear that it'southward a stab in my heart. I remember I'm very sociable, easy going and flexible. Only for some reason I've always had that cross to comport. Perhaps because I am very direct, and don't sugar-coat my opinions."
Craig: How do you work to overcome this perception?
Yves: Sensation, communication and humility. I am keenly aware of the issue. It forces me to always recollect of ways to offset that perception. In the estrus of debate, it also reminds me "not to burn the span." That is, make sure that whatever is decided and withal brutally honest my comments may be, I too provide words and display concerns that assist starting time whatsoever perceived harshness.
Humility reminds me that sometimes people mind considering of the position I speak from and not their conventionalities in what I say. I often share with my teams a line I once read in the Harvard Business Review: "Beware the eloquent incompetent." I tell them they have to be careful with me because I can brand stiff arguments. But I also tell them: you are the experts. If you lot retrieve what I'm saying is incorrect, yous have to allow me know. I believe it is seen every bit a sign of honesty and respect for other people'southward intelligence and feelings.
Lessons in Leadership: Reflections from Canadian CEOs is a biweekly feature by Craig Dowden showcasing insights from some of the country's about insightful business organization leaders. Dowden (Ph.D.) is the president and founder of Craig Dowden & Assembly, a house focused on supporting clients in achieving leadership and system excellence by leveraging the science of top performance. Notice out more than about Craig by visiting www.craigdowden.com , emailing him at craig@craigdowden.com or tweeting him @craigdowden .
Source: https://financialpost.com/executive/leadership/why-via-rails-boss-feels-getting-his-hands-dirty-is-important
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