Meet Tom Bell

Tom Bell is living proof that being a leader doesn’t mean sitting in a fancy office telling people what to do.

Tom Bell started at Electrolux in 2005 as the General Manager for the Orange refrigeration plant in Australia. In 2007 he became the General Manager of the Thailand Operations in Rayong.* Under his leadership, thousands of products – from refrigerators to washing machines – are produced daily. Several hundred employees look to him for guidance.

Regardless of the size and scope of his responsibility, he speaks to as many people as he can on the factory floor. He learns names, notices strong performance, and gives praise. He’ll confront any issue head on. He’ll seek out better solutions and steer his team to work toward improvement. But when you ask him, he will be the first to say he’s not a leader: “I’m just a guy with a job, trying to do the best I can,” says Bell.

What traits do you feel are important for Electrolux leaders?

The leaders that I admire stand up for what they believe to be right even when it goes against the standard practice. Too many executives follow the road proved to be safe rather than the dynamic approach that offers a better solution.

I also believe that you need to be really humble at times to be a good leader. Leadership is not about personal recognition. Another trait is the willingness to admit to your mistakes. Your team’s failures are your failures, and your successes are theirs. A leader should be willing to accept the blame and recognize their team’s achievements.

What is the most challenging aspect of being a leader?

It is a challenge trying to influence improvement or change when the people around you do not understand your goals and the reasoning behind them. I’ve found that people are generally uncomfortable with change and as a leader you must constantly question the status quo. If I believe something is not working as well as it should, I’ll change it. Some days I go home knowing that at that moment I’m seen as the enemy. It is hard to not let that get to you and come in the next day and start fresh like nothing has happened. But as a leader you have to.

What motivates you?

Change and seeing people take pride in their achievements.

What are you most proud of?

The people along the way who I have helped develop.

What is the best leadership advice you have ever received?

I was told to never have an argument or a disagreement without going back before the end of the day and talking about something else. This is great advice as people need to know the disagreement is not personal but professional. If you don’t put people’s minds at ease, they will spend time stewing on minor things.

How would you describe your personal leadership style?

Determined and open.

How do you help provoke employee engagement in your team?

I try to share the thought process behind my decisions. This takes longer but it means that my team has the framework for the decisions I make and can adapt to a change that is required later. By giving my team the reasoning behind decisions, they have the capability to align. I also try to encourage ideas and feedback from my team, which has been a challenge in Asia because of the cultural rules which dictate that you can’t question your boss. In fact, even when I would stand at a white board, draw out my preliminary thoughts and ask for input to develop the ideas further everyone would remain silent.

But rather than give up hope, I found a solution to encourage sharing. I’d present my ideas and leave the room with the excuse that I had a meeting. I tell the HR manager to work with the team to develop the ideas further. When I’d come back in an hour incredibly insightful suggestions had been formulated.

How do you recognize good performance and encourage better performance?

Little things, I try to always go back and thank people for their work. I give credit to those who deserve it. I think giving recognition is an important part of being a manager. Through example, I try to encourage a working environment in which employees can spread praise amongst each other.

How do you incorporate “Thinking of You” into your personal way of working?

It gets harder as I have more people asking me for things every day but I am committed to always fulfilling my promises. If I tell you I’ll do something, I’ll do it. I also think it is important to know everybody’s name, be genuinely interested in them, and to get away from your desk to offer personal contact. I try to spend a lot of time talking to people. I think e-mail is overused; it is an information tool not a communication tool.

• *Tom Bell’s responsibilities expanding
  As a nod of recognition to Tom Bell’s extraordinary leadership, he was recently appointed Senior Vice President Manufacturing EMA Asia Pacific. Bell is now responsible for the five internal factories in Asia Pacific and the original equipment manufacturers (OEM) Electrolux utilizes, which include approximately 20 supplier sites.