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All fields are required. This message may be routed through support staff. View All Experts. View Full Bio. Contact Email View All Research. In The Media. After graduating Ms Gillard began work as a solicitor in Melbourne with the law firm Slater and Gordon and became a Partner in Julia Gillard first contested the Federal seat of Lalor for the Australian Labor Party in and was elected that year. In Ms Gillard was appointed Shadow Minister for Population and Immigration and subsequently took on responsibilities for Reconciliation and Indigenous Affairs in Speeches Browse all speeches Hansard.

Re-elected , , and Retired prior to general elections Ministerial appointments Deputy Prime Minister from 3. Minister for Education from 3. Minister for Employment and Workplace Relations from 3.

Minister for Social Inclusion from 3. Cabinet Minister from 3. Prime Minister from Official visits to New Zealand, June So you need to be ruthlessly clear about that agenda and force the machinery to support and prioritize it—in internal decision making, expenditure reviews, implementation, communications. Core to my government were education reforms and the National Disability Insurance Scheme, and whilst we got many other things done, we were always determined to see those things through.

Apart from that ruthless prioritization, what kind of day-to-day manager are you? I have a very loyal staff, and I always wanted them to feel bonded to the project. And even in the most difficult days we were a united, happy group. There was fun to be had. What you look for in the public service or your political office would be different.

I never wanted people who would just agree with me. I wanted people who would put a contest of ideas into the system. It was a very partisan era, and the opposition had decided that they wanted to tear the government down and be negative about everything.

But because we were a minority government, we reached out to minor party players and independents and took their views into account. Politicians spend a lot of time being the ones in the room who are talking. I spent time thinking about what was core for me and what I could negotiate but then also really listening to my counterparts and trying to identify what was core for them and what they could negotiate.

We had outreach into the business community, the trade unions, the environmental movement, to also get their perspectives brought to the table. You should neither overestimate nor underestimate personal relationships in foreign policy dialogue. How did you build personal support—allies not just for your party or platform but for you as a leader? People respond to ideas and vision, absolutely, but they also respond to being taken seriously and treated decently.

Then, even when you have intense engagements and end up agreeing to disagree, a human bond is formed. That sustained me in leadership for the period I was there.

The days of command-and-control leadership, if they ever truly existed in politics, are long gone. The big boss telling people what to do is not the model that will hold people in for big change projects any longer.

So I think that in politics, in business, in all walks of life, people will ultimately get through this phase of the strongman leader and be looking for enabling leaders who give them the opportunity to prosper, develop, live the lives they want.