by Astrid Davies | 21 May 2024 | Diversity of Thought, Leadership Matters
Photo by Nick Fewings on Unsplash
“Integrity is doing the decent thing, even when no-one is watching” (CS Lewis)
Integrity: the quality of being honest and having strong moral principles (Oxford online references)
Both of these definitions give us a clear picture that integrity is something to be prized. It is a positive, something that is good and seen to be good.
What these definitions miss, however, is the frequency with which this key leadership value is overlooked, discounted, assumed. Too many people think integrity is a given.
As a matter of fact, I was coaching a client today and this arose. We were carrying out a piece of reflective practice, where the client was encouraged to reflect on their leadership behaviours and to identify what was innate and what they considered “Leadership” (capital L).
Everything the client was saying indicated that integrity was at the core of their value system. And yet they happily listed “Delivery”, “Reliability” and “Honesty” as desirable traits they felt they showed. Interestingly, when I wondered aloud whether “Integrity” might feature, they said, “Oh Integrity is a given!”
Why is Integrity a given?
Integrity is something that is seen by many leaders as a basic necessity, a key leadership skill that means you can’t get past GO and collect the proverbial £200 without it (a Monopoly board game reference, in case you’re unaware).
This makes me glad and sad in equal measure.
Why? Well, put simply, I wish more leaders understood that Integrity is actually a damned sight less common than they think!
Many people are in senior positions and assume (or have conferred upon them) the title of “Leader”. However, those people may not actually inspire, engage and influence positively; these are key leadership behaviours that don’t come naturally to everyone. Just because someone wears the trappings of high office, doesn’t mean they lead effectively. And to be clear, I define “effectively” as ethically, behaving in a responsible manner for people, planet and profit where that can be kept in balance with the first two.
Ethical leaders will behave professionally, supporting their peers and challenging their opponents with courtesy, reason and facts. This responsible leadership approach is actually an extension of their wider personal behaviour set. They don’t just get up and put on their ethical pants. That’s not how ethical leadership works.
And it is the very fact that they eat, sleep and breathe behaving positively which makes them discount Integrity. For them, it is indeed a given. Integrity is seen as “the way we do things”. It is an assumed behavioural state.
This is dangerous. Assumptions are ALWAYS dangerous. It is a wise leader, who remembers that everyone is different and, therefore, that the odd display of tactful Integrity can be helpful in making one’s position clear. In doing so, this normally flushes out those wannabe Leaders in the vicinity, whose grasp on Integrity which is rather more insecure.
Ask yourself the question.
To tell which side you’re on, ask yourself the question, “How do I demonstrate Integrity?”
If your answers provide evidence of putting others first, advancing the cause of others and using your own position of influence to help resolve issues for others, you have probably nailed it.
If, however, your answers include such things as popularity, prestige and not taking the last biscuit in the office kitchen, you’ve probably a way to go!
OK, so this may be a rather facile way to determine your attitude toward integrity, which feels at odds with the very concept. That’s intentional.
The point is to ask yourself to consider Integrity in the context of how you lead. Actually think about it. Be intentional about thinking about the role that Integrity plays in your life. And you, like my lovely client today, may enjoy the realisation that your leadership displays Integrity in abundance. You just hadn’t noticed it. It was just a given.
If you would like to explore this topic further, please get in touch. We can have a no-obligation conversation about ethical leadership and see what you’re including in your leadership assumptions. You never know what you might learn!
by Astrid Davies | 25 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
The intersection of ethics, sustainability, and leadership has become a focal point for organizations aiming to thrive in the long term. It has always been my company’s focus. However, what should ideally be a collaborative effort toward a brighter future often subsides into a blame game, where proponents of these approaches are labelled as sanctimonious saints or as blame-shifting shamers. There is certainly a whiff of this in some places where I give talks.
In this blog, I will examine this and explore how it affects the collective journey toward a more ethical and sustainable world.
Ethics and Sustainability – more than buzzwords
Ethics and sustainability are no longer mere buzzwords; they’re imperatives for businesses (and so much more). Embracing ethical practices and sustainable initiatives isn’t actually about altruism. Instead, it’s about securing a viable future for their business and its customers, for years to come. Leaders who recognise this reality are often at the forefront of change, advocating for responsible business practices and environmental stewardship. They know it makes good business sense. People want to “buy good”, to make themselves feel better, as well as make a difference to the planet or their local community.
The trouble is, despite best intentions behind these efforts, these business leaders sometimes become entangled in a web of judgment and finger-pointing. Those who champion ethics and sustainability are sometimes perceived as holier-than-thou figures. Some people see them as flaunting their moral superiority for praise and validation. This perception can breed resentment among those who feel judged or inadequate in comparison.
Furthermore, there’s a disappointing tendency to demonise these same leaders, if they are perceived as falling short in their ethical or sustainable endeavours. Instead of fostering understanding and collaboration, this approach can alienate potential allies and perpetuate a cycle of defensiveness and hostility. It can also lead to endless rabbit-hole investigations to prove that someone in their company misused a paperclip in 2003, or any other irrelevant minutiae which could undermine the message. The message is, after all, threatening. There are $billions globally tied up in all the business interests that pollute geographies or subjugate communities.
Moving from blame-game to shared learning – some thoughts
So, how do we break free from this blame game and foster a more constructive dialogue around ethics, sustainability, and leadership?
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First and foremost, it’s crucial to recognise that no one is perfect.
Ethical and sustainable decision-making is complex and often involves trade-offs and compromise. There are many parts of the sustainability movement that pursue the ultimate purist solution and miss out on the day-on-day progress possible right under their noses. Rather than aiming for perfection, business leaders should focus on progress and continuous improvement. Improvement that they can see, measure and explain to their stakeholders (staff, community and customers). I would also recommend they celebrate small victories and learn from setbacks, keeping the long-term vision in mind. “Eye on the prize, people!”
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Moreover, fostering empathy and understanding is essential.
Recognise that everyone is on their own journey, and change takes time. Instead of vilifying those who haven’t fully embraced ethics and sustainability, seek to understand their perspectives and challenges. What are the competing priorities and market conditions they are undergoing? Empathy builds bridges and opens the door to meaningful conversations. Here again, it can also be used, skilfully and ethically, to help customers understand what is going on within the business. This builds that relationship with the market which is the Holy Grail of marketing, after all.
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Furthermore, leaders must lead by example.
Actions speak louder than words, and demonstrating a commitment to ethics and sustainability through tangible initiatives speaks volumes. Whether it’s reducing carbon emissions, promoting diversity and inclusion, or championing fair labour practices in any part of their global operation, embodying these values sends a powerful message to both internal and external stakeholders. Increasingly it is also important to their shareholders.
This last point is important. Hiding in the Global North and commissioning cheap clothing from sweatshops in the Global South that pollute local rivers and are deathtraps in terms of building safety, is greenwashing. Let’s name it and, yes, shame it. We DO need to be free to call out poor, dissembling behaviour. There is a world of difference between pointing out lies, and criticising a business for not having made enough progress but understanding their journey and supporting them to achieve targets. Investors increasingly want to look good – greenwashing doesn’t.
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Additionally, education and awareness are key.
Many people may not fully understand the implications of their actions or the benefits of adopting ethical and sustainable practices. If it was easy and cheap, don’t you think people would have done more of it by now?! By providing resources, training, and transparent communication, leaders can empower individuals to make informed choices and contribute to positive change. Their staff are the best ambassadors for sustainable change and can be empowered to live and breathe the message, really “being the change”.
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Collaboration is also essential.
No single organisation or individual can solve the complex challenges we face alone. By forging partnerships and working together toward common goals, business leaders can leverage collective expertise and resources for greater impact. This is again challenging, where business has traditionally operated a cut-throat competitive economic model of growth – and growth at the expense of the competition. Collaboration fosters innovation and accelerates progress toward a more ethical and sustainable future. And increasingly, business leaders are seeing the power of this collaboration, in saved costs, better product design and improved market longevity. Finally, it’s cool to “collab’ “!
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My last observation is that it’s crucial to cultivate a culture of accountability and transparency.
Rather than live in fear of social media keyboard warriors and lazy hacks, genuinely holding themselves and others accountable for their actions enables leaders to seize the initiative. In doing so, it enables them to do it with compassion and a focus on growth rather than blame. There is an emphasis on collective endeavour, rather than the Lone Ranger hero. Transparency builds trust and credibility, laying the foundation for meaningful transition to sustainability. It also sells, and sells well.
Ethics and Sustainability in practice
In my own personal situation, I navigate the tensions between being “Saint Astrid of the Wind Turbine” and being seen as a finger-wagging harpy the best I can. The journey toward ethical and sustainable leadership is fraught with challenges, for everyone. I run a micro-consultancy, linked to a domestic dwelling. I can’t prove my energy efficiency, I don’t qualify for grants. In short, it is hard for me to walk to talk in many ways.
Nevertheless, my job is as much selling the possibilities and opportunities as it is supporting leaders to find their roles easier. And what possibilities and opportunities! By transcending the blame game and embracing empathy, education, collaboration, and accountability, I am seeing more and more business leaders navigate these complexities successfully. They make more money and have a happier workforce. Doing good, well, really is a great way to keep your staff as well as your customers. Ethical sustainable leadership pays – eventually.
I am privileged to play a part in this for some. If this blog has given you food for thought and you would like a chat about how I support leaders to transition toward sustainability in their business, please get in touch. I would be happy to help you too.
Image credit: Torsten Dederichs on Unsplash
by Astrid Davies | 5 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
Leadership is a massive topic, but I would argue there’s a crucial trait that sets apart the truly remarkable leaders from the merely adequate ones: values-based leadership. It’s not just about making decisions; it’s about making the right decisions, grounded in ethics and principles that serve not just the leader, but the entire community or organisation they lead.
What exactly makes a values-based leader?
First and foremost, the values-based leader is guided by a strong moral compass. This compass isn’t just a tool for navigating tough situations; it’s a fundamental part of who they are. Values-based leaders understand the importance of integrity, honesty, and fairness in all their actions. They don’t just pay lip service to their core values; they live them every day, setting an example for others to follow but also purely for themselves as how they do what they do.
Ethics and values are at the core of everything they do. These leaders recognise that their decisions have consequences, not just for themselves, but for everyone around them. That’s why they take the time to consider the ethical implications of their actions, weighing the potential risks and benefits before making a choice.
But it’s not just about doing the right thing when it’s easy; it’s about doing the right thing even when it’s hard. Values-based leaders are prepared to stand up for what they believe in, even if it means going against the grain or facing criticism. They understand that true leadership requires courage and conviction. This can lead them to put themselves on the line, if that is what it takes to do what’s right.
This approach emphasises the importance of aligning leadership practices with core values, ethics and principles. Instead of simply focusing on achieving goals or maximising profits, values-based leadership prioritises the well-being of people and the planet. Specifically, it focuses on IMPACT.
The importance of impact
Values-driven behaviour isn’t just a box to check off; it’s a way of life for these leaders. They understand that their actions speak louder than words. Some may work hard to lead by conspicuous example. On the other hand, other leaders choose to follow their values discreetly, keeping their own performance ethically-aligned and staying in their lane. As with so much in leadership, there is a broad spectrum. Whether it’s treating employees with respect, being transparent with stakeholders, or making environmentally responsible choices, leaders driven by their values consistently demonstrate their commitment to doing the right thing.
The important thing here is not what the leaders do, so much as the difference it makes. It would not be terribly ethical for a leader to make a massive show of “doing the right thing” only for this to benefit no-one but themselves! A values-based leader will focus on answering the “So What?” question. Not only that, they will focus on answering that with actions and results which benefit the maximum number of people. That number could be a team, an organisation or an entire community. The point is that the benefit is based in consultative activity. This means the leaders make sure to involve stakeholders in the decision-making, and also in defining what success would be. Here again, it is important that the leader does not make decisions on behalf of people. It is not ethical to project personal opinions, motivations or moral standards onto others. That is not leadership either.
Values-based leadership write large
Furthermore, values-based leadership isn’t just about individual behaviour. As well as their personal performance, leading through their values also means they create a culture of ethics within and around an organisation. Ethical leaders understand the importance of fostering an environment where honesty, integrity, and accountability are valued and rewarded. They empower their employees to speak up about any concerns and provide the support and resources needed to address them effectively. Essentially, we are talking about a culture of trust.
We can see that values-based leadership isn’t just a nice-to-have; it’s a must-have in today’s complex and interconnected world. Leading according to an ethical framework shows that leadership isn’t about power or authority. Rather, it is about responsibility and service. By staying true to their values and leading with integrity, these leaders have the power to inspire positive change and make a lasting impact on the world around them.
In today’s world, ethical and values-based leadership is in short supply. Let’s all agree to do better and be better in our leadership, so we can build back the bonds of trust being shattered every day by unethical leaders all over the place. Our future could well depend on it.
by Astrid Davies | 25 Mar 2024 | Diversity of Thought, Leadership Matters, Sustainability
Ethical leadership is not something that, at first appearance, features much in today’s world. Whether that be failing CEOs’ bonuses, or dubious PPE contracts, there is not much that shouts “morals” in our news feeds. However, that’s not the whole picture; it’s just the noisiest. Public hunger for a cleaned-up leadership act in public life is starting to spill over into the business environment. In that context, ethical leadership isn’t just a moral compass; it’s a strategic advantage.
With increasing dissatisfaction over unethical behaviour, consumers are recognising the importance of ethics and values in their purchasing decision-making. That means, in turn, that business leaders are starting to recognise the role of ethics and values in driving profitability and differentiation in the market. Let’s explore how prioritising ethical leadership can positively impact a company’s bottom line and set it apart from the competition.
Ethical leadership has the potential to play a crucial role in enhancing a company’s reputation and attracting customers who align with its values. Consumers today are more socially conscious and ethically minded, preferring to support businesses that prioritise ethical behaviour. And, we have to note here, that is genuine ethical behaviour. There is the issue of “-washing” (e.g. “greenwashing” using climate-aware values as cynical camouflage for the same old exploitative practices dressed up with minimal value-aligned gestures). This has resulted in the global boycotting of certain brands because of the lack of morality. In turn, this shows us that consumers wield a lot of power. On the other hand, by demonstrating a true and transparent commitment to values-based practices, companies can build trust and loyalty among customers. That will drive sales and growth. [The whole issue of whether traditional economic models in pursuit of growth and consumption is viable, is another issue. I would urge you to review Doughnut Economics for this very different perspective.]
Ethical Leadership in the workplace – talent attraction
Ethical, trustworthy behaviour fosters a positive organisational culture too. Cultures like this attract and retain top talent; few employers of choice are unprincipled and exploitative these days. Ethical leaders create environments of trust, transparency, and accountability, leading to higher employee engagement and productivity. Reduced turnover costs further contribute to the company’s bottom line. In this way, ethical leadership is not only morally sound but also financially prudent.
As the next generation of leaders emerges, there’s a growing demand for more ethical and values-based leadership. Employees want to work for companies that align with their values and principles, more than ever before. Millennials and Gen Z leaders are rejecting the profit-driven mindset of previous generations. This means seeking to operate in a way that aligns with their personal values. Businesses that embrace this shift and prioritise ethical leadership will attract top talent and position themselves for long-term success in a changing world.
Ethical Leadership in the workplace – talent retention
In another blog, I have addressed the issue of people leaving bad managers. Ensuring that your company operates according to a clear ethical framework, centring around ethical leadership principles, is a great way to prevent this. A clear leadership behavioural framework sets parameters which make it straightforward to comply, for any manager wanting to do the right thing the right way. Introducing these frameworks is a joyful part of my work. It is incredibly rewarding, to introduce a values-based management approach and see the difference it makes to how people enjoy their own work too.
Furthermore, ethical leadership drives innovation and creativity within organisations. Leaders who operate from an ethical stance are more open to diverse perspectives and innovative solutions. Such solutions will be more inclusive of the diverse talent within an organisation. It is also probable that the solutions will benefit a wider section of the marketplace too. This innovative mindset can lead to the development of new products or services. In turn, this can open up new market opportunities and even offer the company a competitive edge. This competitive edge can also apply to the recruitment market. The best people will want to work for the best companies. They are likely to define “best” as good terms and conditions, for sure, but also leaders who walk the talk and behave in a manner which is appropriate, fair and principled. “Best” will also cover inclusive workplaces, where decision-making is informed by a wide range of viewpoints and where difference is encouraged and welcomed.
Stand out from the crowd
In any competitive marketplace, ethical leadership will serve as a powerful differentiator. Sadly, it is still all too rare for it to be a genuine factor. However, it is becoming clear that companies that prioritise ethics and values do stand out from the crowd, for all the right reasons. By building stronger relationships with customers and stakeholders, such businesses build brand loyalty, turning customers into advocates for their products and even for the change in the world that their ethical stance supports. Companies such as Patagonia exemplify this approach. Consumers are increasingly choosing to support businesses that share their ethical principles. And, increasingly, those ethical principles include pricing. Making ethical buying choices are less and less the preserve of the affluent, as values-based business also includes accessibility.
In conclusion, ethical leadership isn’t just the right thing to do; it’s also a wise business strategy. By prioritising ethics and values, companies have the opportunity to steal a march on their less-principled competition. They enhance their reputation, attract customers and talent, differentiate themselves in the market, and ultimately drive profitability. The business world is waking up to the public attitude for a more moral marketplace. Those who adapt first, by embracing ethical leadership, will be those who thrive in tomorrow’s market.
by Astrid Davies | 23 Mar 2023 | Diversity of Thought, Leadership Matters
These days, “values” are everything in business. Or at least that is what we are told. The way forward is to be a “purpose-driven business”. It’s all about how much we love to do what we do and how much we convey that to our customers, so they love us more. When your values align with your customers’, that’s when the magic happens.
Or so we’re told.
I run an ethical business. I pride myself on my values being at the core of every single thing I do in my business. In truth, I am probably rather smug about this. It’s the right way to be, after all … isn’t it?
So, imagine my surprise when one of my social media channels was followed by a membership organisation which chooses to feature controversial free-market libertarian thinking (which is different from my personal value and belief systems).
What does this say about “values”?
“Each to their own” you are probably thinking. Or, more bluntly, “Get over yourself”. Either or both is true. However, I was surprised because my feed is pretty transparent on how my values manifest. For example, I do not hide my opposition to continuous and remorseless depletion of natural resources at a global scale. I am also pretty clear that I oppose corruption in public office at the local, national or again global level in any and all forms. While neither of these is inextricably linked to free-market ideology, sadly at least in the Global North there is often a strong intersect. This is regrettable and not part of the ideology, but it does co-incide with the implementation of the ideology and those related to it.
Now, where does this leave me? Confused, is where. The membership organisation is a slick operation, with great imagery and branding, a focus on smart venues and a comfortable lifestyle, inspired by brilliant minds and inspiring huge commercial success. Who wouldn’t be pleased – even a tiny bit – that such a glossy organisation has chosen to follow a company which is, quite purposefully, anything but. There must be something which is hitting home in my messaging and content.
On the other hand, however, I was dismayed that my messaging and content might have been so unclear that an organisation fostering views very different from my own – and in many ways opposite to my own – should consider me a membership target. What was the message that I was putting out ?
Wait a minute …
Let’s be real for a moment. They probably looked up #leadership and followed every account that appeared on the search. It is highly unlikely that I was singled out in any way at all (“Get over yourself” is winning here, isn’t it?!). So, does that make it all OK? I don’t now have to worry?
Not exactly. There is still something very unsettling for me about being followed by any membership organisation. It makes me feel as if I trigger a “fresh meat” response in such outfits. And that is an uncomfortable place for me to be. It takes me out of my comfort zone of content provider and into the domain of the predatory social media hunter-organisations. This is somewhere that I don’t want to be, because it doesn’t really fit with my value systems. My values centre around integrity. It’s clear that such organisations don’t act with integrity. Or is it?
Operating with a value system is a brilliant starting point. Operating with a value system which focuses on doing the right thing, for the right reasons, sounds great. It is, however, full of judgementalism and, again, smugness. I would argue, therefore, that a value system alone is not helpful, because it leads us into unwelcome territory – a divisive “Us Vs Them” mindset. “We” are doing things “right” (whatever that means to individuals – the “each to their own” argument again). Whereas “they” are doing things “wrong” according to our judgements. Our judgements will be based on myriad components, but upbringing and learned behaviour, aspiration and, yes, values, will all feature.
“Values-based” – what does this mean to you?
So the next time you describe your organisation as “values-based” or “purpose-driven”, maybe review the language you use. What judgements does that imply? To what extent are you putting yourself above others, in a fit of judgemental self-righteousness? How else could you communicate your values, without them sounding like a shopping list of marketing-speak?
I for one will be reviewing how I describe my company and our work. It is so important, when working in the leadership space, to avoid taking a particular stance which opposes that of your client.
If we work on the neuroscience presupposition that everyone acts with positive intentions, we MUST believe that others’ values are as valid as our own. The role of anyone in leadership is to enable our teams to do the best they can. Sometimes that may involve uncomfortable discussions, where our personal value systems may not align with those of our clients. It is then that we have to understand our own values. It is up to us to decide whether the mis-alignment is tolerable or intolerable. If it is intolerable, we must continue to behave toward our clients in line with our own values, as well as keeping firmly within professional ethical boundaries. Authenticity is not an excuse for poor behaviour.
I will be considering this as part of reviewing my company during 2023. I intend to report back in some form. If this has raised some issues for you, I would be very happy to discuss them. Perhaps we can share experiences and use our shared perspectives to inform both of our organisations. What would you do in my shoes? Please get in touch and let me know.
Photo by Walls.io on Unsplash
by Astrid Davies | 21 Oct 2022 | Diversity of Thought, Leadership Matters, Sustainability
As I write this, the UK is in the throws of a political maelstrom. Our ruling administration is a minority Government. It has been pursuing an ideological agenda so extreme it has prompted economic crises, the like of which we have not seen in decades. The leaders we need are not the ones we have. And that is not me making a political point. My evidence comes from the international money markets, the Financial Times, the Economist and even “the Leader of the Free World” commenting in recent days.
It is difficult for all concerned. A new Prime Minister who had to cope with the death of not only the monarch, but a living legend who had become the longest (and many would say, most skilled) monarch in history. This robbed an inexperienced leader of a crucial advisor and nurturing “boss”. This new Prime Minister was in post having been voted for by allegedly only 0.12% of the UK population. That is hardly a mandate for change. And yet she took the opportunity to introduce sweeping economic reform against the advice of many experts. The result? She is out of the post within the month. A chaotic display. Not only difficult for her, but also for the UK Government – and those of the principalities too.
The leaders EVERYBODY needed
To be clear, it has been hardest for those affected by the proposed cuts. For example, those on low incomes, receiving inflation-affected benefits. Also, those unable to afford increasing fuel bills, due to the UK’s reliance on insecure and expensive foreign gas, coal and oil rather than investing in renewables which could yield so many benefits for the economy and for the environment. Certainly small businesses will find rising costs price them out of the market unless they trim their margins to near-pointless levels. The industries already struggling to bounce back after covid’s worst impact will find it particularly hard. Everyone except those part of Government’s small cabal of ideologues at the heart of the changes worried that the impact would be potentially devastating. Not only that, but devastating for perhaps millions of people.
And yet. And yet she pursued her path of choice. Was it leadership, sticking to her inspired vision? Was it leadership, demonstrating strength and determination? Or was it simply hubris?
Leadership and Lemmings
In fact, the ultimate cause of the resignation of the Prime Minister was a fundamental failure of leadership: a lack of trust. She lost the trust of the voting public, shown in a poor poll showing in opinion polls. She also lost the trust of the ruling party because of the chaos of “the mini-budget that wasn’t” and all the subsequent humiliating U-turns. Not only that, but the pursuit of personal ideology over party loyalty and centuries of tradition cost the support of the Party faithful within Parliament. In addition, there had been a complete failure to woo and listen to the key parts of the UK community normally stalwart in their loyalty to the Party, the business sector.
The leadership that was needed, was not in evidence. Instead, there was much defiance. She introduced repair measures only grudgingly when it was clear support was waning by the minute. What could have looked like strong leadership to some, now looked like weakness, to all. And none of it looked like leadership. Rather than leading her party to victory, it looked and felt (according to back bench MPs) that she was leading them over a cliff to their electoral doom. One MP actually likened them to lemmings.
The leaders we need
Now that there is to be yet another new Prime Minister in the UK , we need to look at we need from the new candidates:
- First, they need to understand that leadership is not a position, but it is a process, based on trust which has to be earned.
- Next, they need to understand voters elect them deliver against promises. They need to keep those promises.
- Thirdly, they need to remember that their leadership decisions affect the WHOLE country, not simply a small cabal of the rich and privileged few. And actually this really does matter; it is cheaper to empower people to work than to spend millions cracking down on perceived benefit fraud. Now is an excellent time to remember the Victorian and Edwardian philanthropists, who saw it as their moral duty to help those less fortunate than themselves. The Cadburys and the Rowntrees are two ready examples whose influence lasts through the generations to this day. In other words, leadership for the many, not the few.
- Further, they need to listen. This key leadership skill appears to have been forgotten in recent years. And that goes for politicians from across the political spectrum. Notice what is going on for the country – all of the country. Flex ideology to fit the needs, not the demands. Listening and responsiveness are key to leadership.
- Lastly (in this list, but we could go on … and on) it is important that the new leader/s restore confidence. They need to build confidence in their own political party. They need to build confidence in the UK economy and its ability to deliver on the world stage. Additionally, they need to build confidence in the electorate that politicians can be trusted. See 1) above.
Leadership can only exist when there are people willing to be led. The demise of the recent Prime Minister shows us that, when people are no longer willing to be led, whatever you think you’re doing, it isn’t leadership!
After leading high performing teams for over 30 years, I have seen the good, the bad and the downright ugly in terms of “leadership”. It has to be said that this term has often been used euphemistically. I now consult in this space specifically to encourage my clients to pursue an ethical policy from the initial starting point of “First, do no harm“.
If you have found this blog of interest and would like to explore how I might be able to help improve the leadership success of your senior leaders, please get in touch and let’s talk.
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