Workplace Leadership Lessons from 76 Years in Business with Peter Walsh
QMI’s Project Team - Levi Jenkins and Erin Johnston with Peter Walsh - Walsh & Ford
As part of our Western Downs Manufacturing: Shaping the Energy Future initiative, QMI recently held a Workforce Summit in Dalby in partnership with the Western Downs Regional Council. The event brought together local manufacturers to discuss key workforce priorities, including staff retention.
On the day we were fortunate to have industry panelists, Louise McMahon from MFE Pty Ltd and Troy Law from Simplicity Australia, who brought practical perspectives and ideas to the table—making it a useful and insightful session for everyone in attendance.
Although he couldn’t be there in person, Peter Walsh from Walsh & Ford took the time to share his thoughts on staff retention—drawing on over 76 years of experience from his family’s long-standing involvement in Queensland’s manufacturing industry.
1. Back up your words with actions
Staff pay more attention to what you do than what you say. If you tell them you are investing in new equipment, make it happen. Avoid letting months pass and directing the funds elsewhere. Trust is lost quickly, and it is hard to win back.
2. Invest in facilities and stability
Small improvements in the workplace make a big difference. Employees value stability and will stay if the environment is safe, well organised and free from unnecessary chaos. Providing quality tools and a well-maintained workspace shows they value their contribution.
3. Set clear roles and authority lines
Every work section needs a clear line of report. For example: A welding foreman with capable leading hands can oversee a team of welders without interference from other departments. When everyone knows who is responsible, work runs smoothly, and mistakes are reduced.
4. Lead from the front when problems arise
If a job comes back under warranty, deal with it personally. Clients appreciate knowing the issue is being taken seriously and staff see your commitment to quality. Over time, teams become determined not to let poor work leave the floor because they know their leader will be the one to face the customer.
5. Balance authority with listening
A manager’s decision is final, but good leaders listen to every concern, no matter how small. Staff respect leaders who act on feedback and make changes when needed. The best workplaces feel both well-led and collaborative.
6. Build junior pathways with the right mentors
Developing junior staff is vital for the future of the industry. It works best when there are strong, committed leaders to guide them. Too many juniors at once without proper supervision can overwhelm a business and create poor habits.
7. Hire with purpose
Large groups of workers without clear direction, regardless of age or experience, can damage productivity and workplace culture. Bring in the right people with clear instructions and expectations from the start.
8. Connect with the community
A business that supports local community earns respect from employees and clients. People want to work for an organisation that gives back. In regions like the Western Downs, community ties are especially important and contribute to long-term loyalty.
Peter Walsh’s insights are a great reminder that keeping good people comes down to doing the basics well - backing up your words, creating a solid work environment, and leading by example. It’s about trust, respect, and genuine care for your team and community. In the Western Downs and beyond, leadership built on stability will always be a key to success.
