Interview Questions:

EL: - Bob Bailey, you are nationally known as a leader - clearly through the results of your leadership with State Auto Insurance Company - What has been your signature as a leader?

Bailey: - If I have any signature it is that I have laser beam focus - a singleness of purpose. And, if I have a strength, it is communication. For someone to be a great leader he or she must be a good communicator.

I showed leadership early on in that I started a newspaper at school while I was in grade school. I think I have always been able to communicate good ideas to others and then carry through.

EL: - How did you use your style to change the company?

Bailey: - Consistency - dogged determination and repetition of basically the same message to everyone. Ultimately everyone understood the direction, the mission and their role and after time the entire team saw the same problem solutions.

EL: - Bob, you and I spoke just before you left as Chairman of State Auto and you said your dreams for the company had not yet "all been realized" - Are the dreams and hopes of a leader ever fully fulfilled? If not, why? What could you do to leave some of your legacy for the next "at the helm" to complete?

Bailey: - An emphatic "no". Great leaders tend to be great dreamers - painters of a picture. They have a vision that is never quite fulfilled. A leader can never be satisfied with where you are. Most people dream small dreams. You have to dream big dreams. I have always dreamt big dreams.

EL: - Your leadership style has been described as "hands on" direct- very much a leader who took charge in almost all decisions. Do you agree with that assessment? How would you describe your style in your own words?

Bailey: - I'm not sure that I agree that I was a leader who took charge in all decisions. I can name on one-hand situations where I mandated a decision. What I did was made sure everyone in each department understood the perspective of another department before they made a decision. I made sure everyone understood the big picture. A football team can't have player's run only the play where they are the most comfortable.

EL: - How does a hands on leader affect those around him so they can grow and develop as leaders themselves?

Bailey: - I held 7:00 a.m. meetings every week with all direct reports and new problems would emerge. The management team was exposed to a broad range of issues that were resolved through the collective thoughts of that team.

I have a saying I often used of "Whose got the ball"? "Who is accountable"? This helped people develop in their roles.

I believe strongly that if you build the right people, the resolutions will be right in the long run.

EL: - Tell us about the book on leadership you are writing? What is the purpose? What can be learned?

Bailey: - Kris, this book was a journal I kept over the years while in the airport and on airplanes. I looked at my notes one day and realized it has a broader audience. While the book is not complete, I am nearing completion now. It is an executive summary from a fugitive from the corporate world. Actually, I titled one chapter "No Beanie Baby Management. Rue mission of leadership.

Some of the other chapters that come to mind are: "A Big Shot Free Company" - The Magic Of Motivation" - "Does Money Motivate" - The World's Best Motivation Concept'.

Fads are a dime a dozen - I am writing this book because I believe my experiences in management can have tangible value to others. I am having a ball writing it! It should be a win-win for everyone.

EL: - You are recognized as a charismatic leader - a powerful speaker - strong in physical presence. It has been said you take command when you come in to a room. Was this practiced? Does it come naturally? Is it intimidating to others? How do you make this style work for you? For others?

Bailey: - Well my style is certainly not practiced. I guess we get our style from people we have been exposed to. Once people realize they can come to a person in a leadership role and be heard, they will open up. They realize they are not going to get in trouble if they make a suggestion. And, they need to know you will take action on ideas, both popular and those that are not popular.

EL: - Who most influenced you as you have grown to be the leader you are?

Bailey: - There really was not just one person who influenced me but I do believe we are the product of our homes, so I give a great deal of credit to my parents. I got my work ethics from my home environment. In 1958 I entered the insurance business and worked with a man, Tom Mayhew. He had a big influence on me. In fact, I keep in touch with him still today.

I think all of us will have many bosses in our career, some good, some bad. They key is to learn something from each of them. You learn what works and what doesn't. The best teacher is trial and error.

I have always said, "Act like you own the company". - Be an avid reader, specifically of biographies and autobiographies and learn something from each one. When the Sam Walton book "Made in America" came out in our local market, we bought every book they had and passed it out to managers and supervisors at the company. We wanted to make sure every employee could benefit from Sam Walton's message. I know I did.

EL: - If you had a group of emerging leaders all together around one table and you were in a position to coach them on four "make the difference" characteristics of leadership what would those 4 key characteristics be?

Bailey: - The first thing I would say is learn to write - so your message is communicated and then learn to speak. Every dimension of leadership requires communication. Third, set a good example. People don't believe you if you don't set a positive example. We have very few great leaders today for this reason. . Fourth and very importantly - learn to care about people. The leader must like people and have faith in them.

EL: - What is lacking in the leaders of today? I.e. philanthropic giving...working in the community...education...empathy, etc.

Bailey: - The one thing I see as truly missing today is the willingness to make a sacrifice. To make the commitment that is required in order to be a leader. Many executives (today) are caught up in the perks of the job and are not willing to set aside the time it takes to be involved. There is no lack of education or talent; there is an absence of commitment. There is no such thing as "having arrived" in the field of leadership.

EL: - What is the one thing you would want to say to other leaders of today?

Bailey: - If I were to speak to a group of my peers, I would tell them it easy to be a senior leader in the corporate world today because there is not much competition. Not many are willing to make the commitment and sacrifice it takes - and to set the example.

Some of the greatest lessons I have learned have come from learning through 20 / 20 hindsight.

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