Maggie Atkinson Consulting Ltd

Change management in a challenging world


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On leaders and leadership

Posted on August 15, 2018 at 6:55 AM
I am lucky that I get to spend a lot of my working life with leaders, supporting them in their work and being able, at close quarters, to watch how willing followership and clear-eyed leadership interact to good effect for the organisations concerned. I'm well aware others have said and are still saying versions of what I'm saying here, in published texts used in management and leadership training, or filling the shelves of airport bookshops and leaders' e-reading lists. But I find strong affirmation of my own thinking and actions when I see, for real and in abundance, what these texts have to say about the qualities of effective leadership. When it's good, as it so often is in sometimes difficult and trying circumstances, what I see provides me with the proof in practice of those shining exhortations in those leadership books and web-based materials. In the work I do with public service bodies, finding strong and creative leadership becomes ever more remarkable when I stop to consider what has happened to financial and other resources in those settings on the one hand, and on the other, the distractions inherent in managerialist centrl policy, and regulatory regimes that claim to be improving what happens on the ground. That what I witness is great leadership that finds ways through and steadies the ship for others in spite of those regimes and that managerialism rather than becasue of them, shows me every day that greatness rises above mundanity, seeking ways to measure what is valued, rather than travelling on the inflexible tramlines based on valuing only what can be counted or measured. The leaders I work with in their very different settings seem to do their great work based on 3 "Vs" and an "O": Vision, Values and Veracity rule what they do. And what they do, every day, sets out to achieve the Outcomes they want to deliver - not for or by themselves, but for and with others. Good leaders are visionaries. Crucially, they hold to the vision they are pursuing, and are capable of painting the picture of what's to be done, of selling what the hoped for destination is, so vividly that those they lead can see the distant shore and will embark on getting there, because they are following somebody whose vision is real and vivid. They want to be part of the endeavour. The leaders I see in my work live by unshakeable, transparent, tangible, moral and professional values. They will, and in judicious, careful but unswerving fashion they do, speak out to ensure that what they and their teams do is informed by moral as well as professional authority. They will not defend poor practice either to themselves in their "self-talk," or to others either within or beyond their own teams and services. They state and restate their values and expectations, and they practise their professions in line with them, setting steady, visible, sometimes demanding but always humane examples of excellence that command the allegiance and best efforts of those who choose to follow their lead. What do I mean by Veracity? These same leaders, through all their work, express abiding and unflinching truths in all they say and do. When I observe in their behaviours as they lead their organisations, I see that those truths, lying at the heart of their belief in themselves and their mission, are used to make complex choices and difficult decisions. There is an unswerving quality in watching these leaders at work, and consistency in your experience of them: truth matters, and truth is what you encounter when you meet them, in any situation. And "O" for Outcomes? What marks out the leaders I see is that before they start to paint the vision for others, before they recount their values, before they act with veracity at the heart of all they do, they set - both for themselves and with their followers - clear expectations about what they are all working to achieve. Their daily self-interrogations centre on what difference they seek to make; what impact they want from what they ad their people are trying to do. Not only the processes, not only the output counting or box ticking, and certainly not only what the inspectors or regulators are saying marks out something as "good." What these leaders are most concerned with is making things better, and being able to say how the difference is made, what changes for the better for those they serve, and what needs to happen next to maintain the momentum. They are followed by people who can see that there is a shared goal that is about achieveing things that are both far bigger than them, and crucially, are not about them, but those they serve.

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Ah, to live in interesting times!

I'm sure that, like me, for many contacts and colleagues, working days are running in anything but the usual order, anything but the usual way. For me, business has stopped for the time being, all bar finishing off some vital tasks to conclude a great assignment with a client whose people gave, gave and gave again as I worked to help them problem solve and solution find. I am still adjusting to the fact that, the diary being on hold (not closed!) there is, for the first time in my working life, no rush.  No urgency in getting that domestic business done around my business and the people who seek to use it. I can take my time in the kitchen and the garden, at the piano or in my permitted outside exercise a day.  This is not my style, and it makes me a bit jumpy.  It's a struggle to believe it, let alone let my clock run slower than usual.  For former colleague DCSs and their staff and partners, whilst some of the everyday clutter might have set itself aside, their days are very full, their sleeves rolled up and their heroic efforts focused on ensuring the people they serve are as safe as possible, for as long as possible, with as much dignity and support as can be afforded them. I salute them, as ever.  I do remember what single community crises were like when I did the job.  But then there was simply nothing of the scale, or the likely longevity, of the current massive challenge facing them, and society, right now.   


This period of enforced introspection has got me thinking, mostly in the researcher part of my brain.  What I see on a daily basis is that, beyond the muppets who don't think Covid19 is serious or could affect them and won't modify their conduct beyond getting mad and behaving badly, thousands of people are just doing good. Volunteering, offering simple help like dropping off shopping on a neighbour's doorstep, going a LOT further and putting themselves on the line, offering free online support to parents whose children are not at school so everybody may be feeling the strain.  The observer in me is starting to hatch some ideas that would bear scrutiny when this is all over.  Here are some research questions you might help me think about!


Will the economy recover? Or will we have to grow to being, by necessity, a more socially aware nation that seeks out and supports our strugglers rather than blaming them for their own situations then getting on with our own lives?  What will a national workforce look like when we are through the other side?  Will we stay connected, or are we likelier to go back to being frantic, self-absorbed, as our pre-crisis behaviour tended to make us?  Will the memory of when people pulled together, stayed local, formed bonds via Zoom or Skype or WhatsApp linger?  Will we mark when we realised that "We don't need that meeting" was an actual thing?  When people found both altruism and skills they didn't know they had?  When all this is over, can we harness citizen research as well as that done in academia to explore the phenomena we are witnessing as people turn towards others as well as addressing their own concerns?  Or does it take a serious crisis, another Covid19, to make us step into a shared mental and emotional space and capture what it teaches us rather than staying in our own, meaning we will forget? I'm working on some approaches to research bodies on all this, given this is a truly remarkable, as well as a sad, scary, deeply unsettling and uncertain - an "interesting" - time.


If you would like to co-explore what I ruminated on above, or if like me you are watching fascinated as people stop buying what they don't need and concentrate on what they and others do need? Together?  Please get in touch!  


And in the meantime? Stay safe.  Good luck. And if you are in an organisation that's keeping us all going, thank you.

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