RECOGNITION
the CEO. I am always about finding a company where I can
make a difference. When I interviewed here at Gold Coast
Cabs, it wasn’t about finding a traditional EA, but an EA that
could really make a difference within the company and be
hands-on.
I understand you two worked out your EA role
together. How did that discussion play out and how
did your relationship start?
Ben: I remember being very clear to all the candidates that
I wasn’t looking for someone to make me coffee and take
meeting minutes. I really was looking for someone who
could help me run the organisation and be my right hand.
I always make sure that every quarter there is a town
hall meeting that every front line agent can attend. We do a
monthly newsletter that I contribute to and I always make
sure that the executive team is communicating any critical
changes as best as possible through to the front lines.
Also, sometimes it’s not what you’re saying, but how
you say it that can be really critical. Communication about
serious or critical matters has got to be from the heart. It has
to be sincere and genuine. I’ve always tried to ensure that
was an element in my verbal and written communications. I
want the team to know that it’s sincere.
Angela: For me, the role of the EA really is a partnership. You
need to be on the same page, and if not you at least need to
portray that you are. I think that what’s really important as
the EA is that you are the one that gets down to the level of
other people. It really is the EA’s responsibility to ensure the
message is going out to all the different levels of staff.
Angela: I think from the start, it’s really important you build
trust in the relationship quite quickly. The sooner you can
do that the better, because it cements the messages and the
work ethic that you bring.
For me when I started, Ben was ridiculously busy and we
were very under-resourced. But the way for me to get up to
Ben, can you describe to me your management style?
speed was to tail him at every meeting he went to for nearly
Ben: I’m a big believer in servant leadership. That’s the
a month.
model I try to adhere to the most. It’s every leader’s
That got me across all the critical ideas and items that
responsibility to make the lives of those—both that report to
were ongoing, but also allowed me to get the insight into
them, and in the rest of the organisation—easier and better.
how Ben addressed them and how he wanted to manage
We spend eight to ten hours a day in an office with each
those situations.
other. The team here have been through a very
It was very successful, because when we
difficult and challenging environment that not
started Ben had never really had an EA before. I
many other industries are going through. I’m
kind of had to teach him what an EA was. No-one
proud to say that the culture and environment
really understands what an EA can do for them
that we have set here has had very low attrition
GOLD COAST
until they’ve had an EA for a couple of years.
rates. Things have been difficult but people have
CABS
enjoyed the work here. I think that’s a testament
Ben: When I started in middle level management,
not just to my leadership, but to the leadership of
Established in 1937 under
the name Regent Taxis,
I always wondered what you needed an assistant
everyone in the organisation.
Gold Coast Cabs is now
for. Was it just laziness? I meant that out of a
the largest regional Taxi
complete sense of ignorance. Then I got thrown
How do you both see the EA-executive
Company in Queensland
and comprises of over
into these higher management roles, and I do
partnership developing in the future?
390 vehicles, servicing
not know what I would do without Ange. An EA
Angela: Stepping into manager’s roles when they
an area from Ormeau to
makes or breaks whether or not you’re sane at
are absent, running or mirroring projects so that
Coolangatta and operate
24 hours a day every day
work and whether or not you things get done.
Ben could monitor them, just being able to step
of the year.
The amount of times I have walked into Ange’s
into any aspect of the business and take a role on
office and I’ve gone to open my mouth about a
behalf of the executive.
www.gccabs.com.au
particular thing and Ange has gone, “I already
know, this is what I’ve done about it, you don’t
Ben: Within the context and the experience
need to be concerned.” Not only did she know what I was
that I have, I’d like to think that we were a little bit cutting
going to talk to her about, but she also knew exactly what
edge. When I think back on what her core role was, it was
I would have wanted and had just gone and done it. It’s
stepping in when department leads were away, and being
instant relief, so I can go on and continue with what I was
involved in critical projects that I couldn’t have my attention
dealing with. I now have a very different outlook.
on for whatever reason—and Ange would be in there, being
my eyes and ears, and executing with the full scope and
Ben, how important do you think communication is to
authority of the executive.
a company leader and Angela what strategies do you
That’s something that I made very clear. If Ange gives a
use to help get Ben’s messages across and keep them
directive, you can assume that that’s come out of my mouth,
consistent?
and treat it as such. I can’t say whether or not that’s normal.
Ben: I’d be surprised if there’s a single leader around that
I think organisations in this day and age are growing more
didn’t think communication was important, especially
complex. One person can’t get to everything, but if you’ve
when you’re in an industry that is under significant pressure
got a capable asset sitting on the right of you who can run
through deregulation and disruption. You’re trying to take the interference, make decisions, shoulder some of the load and
business through large-scale change, from an environment
make things a little bit clearer on what the executive should
where it was doing extremely well to where it is now.
focus on, you’d be crazy not to leverage that asset. S
Issue 1 2020 | Chief of Staff 23