BOB HUNTER
The Operational Leadership Consulting boss tells Peter Klinger it’s about the sum of the parts, not the individual.
Biggest career break?
Winning two $30 million contracts in post-war Iraq in 2004 to provide safety and security of the ballot papers for the voter registration and then the subsequent election ballot. It was a massive job to move all this election material securely across Iraq, which was still rife with sectarian fighting and violence. Geopolitically this was a really significant job that our small WA company (OAM) won on the back of the who-dares-wins philosophy. We developed a different model to our multi-national competitors and introduced the first use of commercial helicopter operations, which gave us a big competitive advantage in both cost and reducing the risk profile for the operation. Our flexible and detailed approach to planning and adaption to the changing situation allowed us to complete the contracts without loss or compromise to the electoral material and no injuries to personnel.
Describe your leadership style.
Distributed leadership, where the whole team is fully engaged and actively contributing by having a voice. The voice concept means everyone provides genuine input to the goal they’re striving for as a team. They then all agree on how to behave as a team and importantly how they will hold themselves to account to achieve that goal. I have many individual leadership role models. I am most influenced by the entire SAS family where this culture is paramount. In this organisation it’s the sum of the parts, not just the individual.
Most formative leadership experience?
As the officer-in-command when two Blackhawks (helicopters) crashed in 1996 (during a training exercise in Queensland) and killed 15 SAS men from my squadron and three men from the aviation regiment. The challenge of being accountable and leading the squadron through the rebuild after this disaster remains with me always.
Clearly this is always particularly poignant around Anzac Day, when we commemorate all those who have lost their lives in service of our country. I will be down at the SAS barracks (in Swanbourne) this morning for the dawn service with the rest of the SAS family.
Do you use social media?
I would describe myself as a very basic “book of face” user. My kids have also got me sharing the odd Snapchat moment. I mainly use these mediums to try to communicate with the sporting club members and players I’m involved with. As a coach (Associates Rugby Union first grade backs coach) who needs to engage with the next generation I’m trying to understand the many mediums this generation use to connect.
Best holiday destination?
WA, in particular the north through the Kimberley. A few years ago our family took three months off from school and work to four-wheel drive and camp our way across northern WA and into the NT. It remains the most talked about and favourite family adventure because we shared so many great moments in the bush that can only be experienced in that part of the world.
Last book read?
Legacy, by James Kerr. He has reviewed and analysed the culture and winning habits of the All Blacks and how these lessons apply in leadership and effective team organisations. All of these resonated with me commercially and being a keen rugby coach definitely from a sporting perspective. I also liked the fundamental question on what will be your legacy.
Why did you leave the military?
Key was that I had a fairly clear understanding of what the military pathway could offer in terms of roles. But I had no idea what lay ahead in the commercial world and where that would take me. That journey has been fascinating and taken me around the world, working with all types of businesses from resources sector and service companies to government and not-for-profit. Importantly it has given me a little more control of my time and hopefully the chance to be the best dad I possibly can be.
How easy was the shift from government employee to starting up your own company?
Easy in the context that I was now working for myself. Being in partnership with other like-minded and core values-oriented individuals made that transition even simpler. But the commercial reality of the importance of cash flow took a little longer to master. The old military adage that the plan doesn’t survive the first shot fits because when the plan didn’t quite go as intended, the key principle for success was being able to adapt and be flexible.
How applicable are military leadership skills to corporate life?
Absolutely. The same principles apply in all facets of life — military, family, commercial, sporting. If you want the best performance out of your team they need to be engaged, be clear on their goal, then determine how they will actually act and behave and hold each other to account to achieve the task. Fundamental to this is the importance of leadership at all levels, particularly in affecting the behaviours and accountability of the team. In my experience it’s these last two steps that aren’t practiced very well commercially.
Does Hollywood come even close to portraying the real SAS?
It’s often portrayed as over the top, with magic solutions, one-man heroes, everyone wearing singlets and so on when the reality is the plans and the rehearsals and the team work are so much more significant, but it’s never shown.
