by Astrid Davies | 7 Aug 2024 | Diversity of Thought, Leadership Matters, Sustainability
One of the great privileges of my work is supporting a range of organisations in the UK’s charitable and community sector. All of them have leaders who frequently describe their roles as “a balancing act”. This is because they have to manage a delicate balance between internal management and leadership by paid staff AND their Trustees. They also have to do this while ensuring their charity presents itself strongly in a difficult financial market AND managing how their charity shows up in the local community. This balancing act is essential for ensuring the charities’ sustainability (in all senses), credibility, and impact.
Running the Charity: Internal Management
Effective leadership within the charity sector starts with strong internal management. This involves effective and savvy strategic planning, sound financial management, and efficient operations. Leaders must ensure that the charity’s mission and goals are clear and that all activities align with these objectives. They must also bring paid staff AND volunteers along with them on the journey. When this journey features a big change of direction (or a big change in how the charity is run) this can be a tricky task for the leadership.
Add into that, that many charity leaders are “accidentals”. By this I mean that they took a senior job in a charity because they believed passionately in the purpose. The trouble is, they may not have had the management and leadership training to equip them with all the necessary skills to do the job. Often, the very different nature of charity strategic operations means it attracts people unhappy with (or unsuited to) the corporate world. Charity leaders are a varied lot, but always resourceful and pioneers of “agile” leadership way before it became on-trend. Survival instincts do that to you.
Trustee Behaviour and Responsibilities
Good governance is vital to effective charity operations. It is also a key feature of leadership. Trustees play a crucial role in the leadership of charities. They are responsible for effective governance, which includes ensuring compliance with legal and regulatory requirements, safeguarding the charity’s assets, and setting the strategic direction. This is all set out in the Charity Governance Code and yet is something very few charity trustees and paid leaders appear to know about.
Trustees are often people who have held senior roles in a long working life and are now “giving back” in retirement. For most this means doing good in a way that helps their local community. For most this also means doing good, well. However, for a slim minority, being a Trustee is a badge of office, an instrument of power to use as a bludgeon rather than a ladder to help up others. Sadly, I have encountered some autocratic bullies in local charities. Such people tend to run their organisations as their own personal fiefdom, to pursue theor own personal agenda. That is toxic and has nothing to do with effective leadership. Effective trustees are engaged and knowledgeable leaders, acting with integrity.
Presenting the Charity to the World
How a charity presents itself in the marketplace is vital for attracting donors and volunteers at both the operational and strategic levels (Trustees are volunteers who run a charity). A charity’s market positioning is also key to ensuring it targets, reaches and attracts its beneficiaries. These are the people that the charity has been set up to help and they have to be defined in governance documentation and registered with the Charity Commission in the UK.
It is impossible to have strong and effective market positioning and branding without effective leadership within the charity. Effective marketing involves creating a strong brand identity, clear messaging, and a compelling value proposition. Good luck having that in an organisation that lacks a vision, a clearly communicated sense of shared purpose, and an effective operating model that maximises the impact fundraising can have.
Demonstrating Leadership in the Community: Impact and Engagement
Next in this list of leadership obligations that charity leaders have to juggle and, hopefully, balance, is leadership within the local community. This may involve engaging with community members, whether beneficiaries of the charity or not. It may also involve understanding the community’s varying needs. It is almost certainly going to involve delivering services that have a lasting impact in the community that the charity aims to serve.
There is another angle to this. There are many local and national charities which are advocates for change. On the one hand, leadders might push for change, demonstrating leadership in their own field. On the other, it might be by collaborating with others to increase their impact and effect. The recent marches in London in support of nature, prior to the UK General Election, were an example of this. Many national and global charities came together to remind politicians that wildlife and the natural world need a voice at future political tables. It was a powerful message.
The Balancing Act in action
Charity leaders are looking to the future more than ever before. Not only is this a reflection of the scarcity of money available to them, through reduced public sector spending and a cost of living crisis, but it is also a reflection of the increased reliance we all have on digital tools. Online fundraising, virtual events and the widespread use of Artificial Intelligence to improve donor experience when giving hard-earned cash, are here to stay.
I am pleased to report that charity leaders are also pooling their meagre resources more and better. Small is no longer beautiful, because it splinters the pot available to charities. More charities are seeing the solution to complex issues to be shared, not a solo challenge.
Impact measurement is also something that charities are looking to do. I always advocate the use of Generic Social Outcomes, as I have noted in another blog on this site. However, there are others, such as the sustainability impact indicators associated with BCorp status. It is vital that donors can see their money making a clear difference.
Leaders in the voluntary and community space have a tough job. We rely on them doing that well, every day. We don’t realise how much we rely on them, I suspect. So the next time you think about a local charity as they fundraise and ask for support, please consider helping out. You never know where it might take your leadership journey!
If you would like to explore how I can help your charity with its leadership development, I would be delighted to have a chat. Please book a complimentary strategic conversation and let’s get you started.
by Astrid Davies | 11 Jul 2024 | Diversity of Thought, Leadership Matters, Sustainability
Measuring the impact of initiatives that aim at improving social outcomes is crucial. Yet despite the fact that it is what most funders require, it is not always easy to do. That is because alarmingly few organisations know of The Generic Learning Outcomes (GLO) and Generic Social Outcomes (GSO) frameworks. Developed by the Museums, Libraries and Archives Council in the Noughties, the frameworks offer a set of indicators to evaluate how cultural services have an impact on people’s lives. Now hidden away in the depths of the Arts Council England website, the framework languishes, rarely in use and lurking behind blind hyperlinks. This is a real shame. I am on a mission to increase their take up, particularly and specifically to help organisations measure those hard-to-measure differences they make to people’s lives.
Why should we be measuring impact?
Improvements in how people feel, how they interact, and their confidence levels, are often intangible. The irony is that they are often the most important parts of people’s lived experience. The fact they are intangible is what makes them so hard to evidence, let alone measure. That makes it hard for organisations and projects seeking to deliver better social outcomes, to evidence the effectiveness of what they do. This is particularly important for funders, who increasingly are under pressure from “impact investors” to demonstrate clearly the benefits their funding has secured.
The GLO/GSO frameworks help organisations capture quantitative data from qualitative evidence. This, in turn, provides a much fuller illustration of the impact. And that impact can be across a wide range of themes: skills; personal confidence; social isolation and cohesion; public safety and community; enjoyment. It’s really vast.
The Value of Measuring Impact
Evaluating the impact of programs provides evidence of their effectiveness. Evidence is vital for securing funding and support. It also offers important insights into what works and what doesn’t. This means organisations can use the data to inform (and measure the ongoing effectiveness of) continuous improvements. Measured impact also helps, by demonstrating accountability to stakeholders—funders, participants, and the wider community. Clear numbers showing clear impact makes it easy for everyone to see what is going on and how well it’s being done.
How GSOs help measure impact
The GSO framework provides a structured approach to measure hard-to-measure things such as wellbeing, community and agency.
It comprises indicators that cover a wide range of social outcomes, from health and well-being to community cohesion and environmental sustainability. These indicators are designed to capture changes in both individual and collective experiences.
By using broad-brush headings, which speak to specific social impact areas of importance, the GSOs offer a structured approach. Not only this, but they offer flexibility within that structure. That may sound an oxymoron, but it is possible – and indeed desirable – for organisations to create their own questions. It works best when these are a subjective and highly-targeted list of simple-to-answer questions, under the broad headings within the GLO/GSO framework. Simply by using a sticker chart, or smiley faces on a flipchart, it is easy to compile detailed data. Count the answers to the questions. And that’s it! You have turned intangibles swiftly into metrics and percentages which reflect public answers in a real, tangible and measurable way.
Implementing the GSO Framework
To measure impact using the GSO framework effectively, follow these steps:
- Identify Relevant Outcomes: Select the GSO indicators that align most closely with the goals of your initiative. Ensure that you consider both qualitative and quantitative aspects.
- Develop Data Collection Methods: Create surveys, interview guides, and observation checklists tailored to the chosen indicators and their ease of use by your target audience. Sticker charts or counting counters in a jar are simple and still very effective measures. Use a mix of methods to capture a comprehensive view of impact.
- Collect and Analyse Data: Gather data consistently and systematically. Make sure you record the data in a transparent fashion. Inviting audience members to help you count is one way to engage people in the process.
- Report and Communicate Findings: Present the findings in a clear and neutral way, highlighting both the quantitative metrics and the qualitative stories behind them. Use visual aids such as charts and infographics to deepen relevance and understanding, keeping them appropriate to your audience.
Why am I banging the drum so loudly for GLOs and GSOs? That’s easy – it’s because I led a team that helped to develop them. We made them work to demonstrate impact across theatres, leisure centres, intergenerational literacy events … even a botanic garden! In a world where charities and community organisations are all competing for an ever-dwindling pot of cash, GSOs offer a great way for those organisations to measure what they do and how well they do it. That can only be helpful, when you need to demonstrate your worth for investment.
The ability to measure and articulate the impact of initiatives on well-being, social interactions, and personal development is increasingly important. The GSO framework provides the structure and guidance necessary to achieve this. As a result this ensures that we measure the true value of social initiatives so it is possibe to both recognise and celebrate them fully. Embracing this framework can help organisations better understand their effectiveness, improve their programmes and communicate their successes to stakeholders. If you would like to know more, please get in touch and I would be happy to explain how you could use GSOs to further your organisation.
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?
-
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!”
-
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.
-
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.
-
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”.
-
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’ “!
-
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 | 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.
#leadership #leadershiplessons #leadershipdevelopment #coaching #executivecoaching #teamcoaching #government #truss
