IN a world where business is fast and furious, a concept has emerged to challenge the approach of command-and-control management.  

It’s called “soft power” – the ability to influence, persuade and attract without using force – and it is opening doors through negotiation, mediation and collaboration, and creating more space for those often best skilled at wielding it – women.

At a recent Property Council lunch an expert panel shared insights into the concept of soft power, who uses it and how it can change a workforce for the better.

Chief of Army Lieut-Gen David Morrison; Sue Kench, managing partner Australia, King and Wood Mallesons; Jure Domazet, managing director, Doma Group and Carolyn Viney, CEO, Grocon, agreed that the best leaders used soft-power tactics combined with harnessing gender diversity to achieve productive and effective outcomes.

Domazet said the technique managed people’s expectations and encouraged co-operation to achieve a common goal.

Kench agreed, saying: “You need to unlock the discretionary energy, get people aligned and engage in a positive sense.” she said. For her, that meant opening up to conversation with her employees and empowering them to act with initiative based on shared purpose.

Acknowledging the value of soft power is a big change in direction for the construction industry, with Viney stressing that an organisation functions as a team and accessing the full gamut of available talent was a must.

Gen Morrison said he had set a goal to increase the number of women in the Australian Army to 12 per cent by July – a target he was confident of being met.

Women increased the range of valuable skills available to an organisation and should be judged on merit and potential. Creating a diverse workforce was a strong legacy.

Catherine Carter is ACT executive director of the Property Council of Australia.