Empathy in leadership: Lessons from the transformation of a charismatic, driven CEO

In the world of leadership, where we often talk about qualities like authenticity, trustworthiness, and having a sense of humour, there's another essential trait that has the power to redefine leadership itself: empathy. Empathy, in its essence is the ability to understand and share the feelings of others, to walk in their shoes, and see the world from their perspective. Now, envision a world where this quality stands at the core of leadership principles. In this exploration, we delve into the life and transformation of Peter Short, a charismatic and determined CEO, and unveil the remarkable influence of empathy in leadership.

The CEO who demanded excellent execution every time

Peter Short was a former CEO of Coles Express, an Australian network of fuel stations and convenience stores. He was a charismatic, no-nonsense leader, known for his straightforwardness, humour, and unapologetic, often politically incorrect demeanor — almost 'larrikin' like. Shorty, as he was affectionately known, could (almost) get away with anything.

He was driven by a singular goal — to make Coles Express a winning business year after year. Mantras like "excellent execution every time" and "smiling customers every day" were his calling cards. They were weaved into everyday conversations and communications at HQ and in stores. Everyone felt an equal part of the team, regardless of their location, and this was a key part of driving the culture and sense of belonging.

He was undoubtedly a people person, walking the floors daily and motivating us with music every morning. We had a strong sense of unity; we were all in it together, part of a broader success story — overcoming challenges like rising fuel prices, discounting wars, and regulatory scrutiny.

However, empathy was not a word frequently associated with Peter. Many perceived him as intimidating, fearing to speak up or make mistakes in his presence. When I joined his leadership team as Media Manager at the age of 29, this was certainly true. In one of our first interactions, he handed me a newspaper with Coles Express on the front page and said, "Keep us off these pages, and you've done your job." I embraced the challenge as I didn’t particularly look forward to having a conversation where I’d screwed up.

As I dived deeper into my role, I discovered different sides to Shorty, ones that weren’t immediately apparent. The key was understanding his motivations and what mattered to him the most. I learned to get to the point, and fast. Peter was a busy man, juggling various responsibilities, yet he trusted his team to deliver. He hired me not only for my skills, but my potential. encouraging me to speak up in meetings and challenging me to be bold and take risks. He once told me to, "ask for forgiveness, instead of permission," pushing me to grow more confident in my role. I wrote a press release one Valentine’s Day about Coles Express being the convenient place to buy condoms. It got picked up by radio and I let him know after the fact. He loved it and asked me to do more. Working with him, I knew my limits, but with other leaders that came after, I wouldn't have crossed those lines.

A life-altering diagnosis

Peter's lack of empathy was often a point of contention. If you didn't explicitly express your needs, he might not have noticed them. However, everything changed when he received life-changing news in September 2008.

Peter called me into a meeting seeking professional advice. He had been diagnosed with oesophageal cancer, not known for its survival rate. Instead of accepting it as a death sentence, he set a goal, a familiar concept to any business leader: to beat cancer and live as long as possible. He entrusted me with the difficult task of finding the right words to convey his situation to the full team. It was a challenging moment, but I valued his trust and supported him in delivering the message.

The awakening

After a six-week hospital stay following surgery, Peter's perspective began to shift. He transitioned from a driven, goal-oriented leader to someone who understood the true impact of his work lay in genuine connections with people. In a conversation with the Sydney Morning Herald, he recalled, "After I met all the people in the hospital... it was an awakening to me: 'Here are all these people who don't think anything like I think. They come to work because they just want to help people.’"

A more empathetic leader

When he returned to work, Shorty noticeably changed. He became more empathetic, operated with more calm and slightly less speed. He viewed his team and colleagues not just as cogs in a profit-making machine, but as individuals with their own needs and aspirations. While he remained as driven as ever, he added coaching, mentoring, and creating opportunities for others to his list of priorities.

His wife, Elizabeth, found herself married to a different man, a "much nicer" person, as she put it. While he’d always been the life of the party, he had become more caring, community-focused, and generous. It was a change that had touched not only his professional life but also his core as a human being.

I can personally attest to this transformation. During a challenging period in my life, Peter took the time to help me explore alternatives to my situation. After I eventually left the organization for pastures new, we stayed in touch, and I watched with interest as the business continued to evolve.

Advocating for change to Australian Voluntary Assisted Dying legislation

By 2013, I left Australia to live in the UK, and by early 2014, I received the sad news that Peter's cancer had returned and that this time it was terminal. Given only six to nine months to live, he decided to squeeze every drop out of life that he could and vowed to tick off every bucket list item.

Not one to sit around the house doing completely nothing, Peter turned his attention to a cause: Dying with Dignity, a campaign advocating for changes to Australian legislation, allowing terminally ill individuals the choice to end their lives on their terms.

The campaign picked up speed, with well-known individuals like Dr. Rodney Syme, Andrew Denton, and many others supporting the cause. While in London, I helped Peter connect with Australian media and political figure Derryn Hinch, which made a big difference.

A film titled "Fade to Black”, a documentary produced by Jeremy Ervine about assisted dying Australia was recorded during the last year of Shorty's life. With filming going on in the background, Peter lobbied the government and caught the attention of the media.

It’s thanks to Peter spearheading this campaign that the first Voluntary Assisted Dying bill was passed in the state of Victoria in 2017. As of November 2023, this legislation is now in effect across the whole of Australia, with New South Wales the last to commence following an 18-month implementation period.

On his own terms

Peter Short passed away almost nine years ago, on December 29, 2014, peacefully in palliative care - 11 months after his cancer returned. He departed on his own terms, guided by the belief that "the value of choice is in the journey and not the end." Attending his funeral alongside his family and colleagues was emotional - both tears and laughter - a tribute to a man who inspired many.

In the face of his diagnosis, Shorty transformed into a man who pursued not only personal success but also a profound impact on the broader community. Elizabeth's words resonated with many who knew Peter, illuminating the profound effect that empathy and a sense of social responsibility can have on an individual's character.

So, why wait for a significant life event to encourage a shift in how we view the world and others around us? Embracing empathetic leadership isn't about waiting for a moment of crisis; it's about recognising the transformative power of empathy in the journey called life.

Peter Short understood this truth deeply, and his legacy stands as a potent reminder that effective leaders lead first with empathy, compassion, and an unwavering commitment to making the world, whether in their immediate sphere or on a grander scale, a better place for all.

Final reflections

Peter's voice will forever be in my ear at work and in life, urging me to take more risks and aim for continuous improvement. His legacy as a leader who embraced empathy is a testament to the profound impact it can have on both individuals and organisations.

Share your thoughts

What aspects of Peter's leadership style do you find most inspiring? How has empathy played a crucial role in your own experiences with leadership? Share your thoughts and insights in the comments below.

Article sources:

Personal accounts

Blog: Tick Tock: Dying to a Killer Clock: Peter Short’s personal blog

Documentary: Fade to Black: Life, death and the law - A documentary about assisted dying in Australia

Article: Sydney Morning Herald Final Project: Peter Short campaign for change

Article: Daily Telegraph: A frank document on the inevitability of death

Article: CEO Magazine Australia: Peter Short, CEO Coles Express

Wikipedia: Euthanasia in Australia

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