General

What next?

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It was noticeable last week that the conversations across organisations and networks started to shift from how we “endure/survive” the current situation to how we “recover” (with no intention to be insensitive through language). Shaped in the context of the debate about  the possible lifting of restrictions,

Understandably, we focus on the short term. What will social distancing mean for our organisations? Will there be different expectations on work spaces? How will people feel about travelling on public transport? What will we do about childcare and schools? Can we afford the current workforce?

And whilst we will need to answer all of these questions, whilst we will need to understand the practical implications. At the same time, there are perhaps more serious, longer term considerations that will come to test us.

The economic impact of the virus will be long term, not just for the organisations that have had to close their doors, lay off their workers or close down. But in the money that Government has invested to respond to the current situation. A generation could be set back by the financial burden, as we saw in the financial crisis.

And whilst we can’t definitively know, opinions on life, society and the economy will also be shaped by the experience we are having. There will be the demand for change, a level of recrimination, but hopefully too things that we have observed and experienced that will act as a future force for good.

As I’ve said multiple times, organisations are in effect a microcosm of society, we exist in a bubble at our peril. The debate will ultimately involve us having to explore our social purpose, consider issues of equity and fairness, challenge us on the treatment of all our stakeholder groups and in some cases require fundamental change and adaptation.

In many ways, the challenge for leaders is far from coming to an end, and not just because restrictions will go on for some time,  it is just starting. The virus and our ability to respond and manage it is one thing, the likely change it drives in society will raise a whole other series of fundamental, ethical and structural challenges.

Inclusion matters more than ever

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Somewhere close to you now,

There will be people feeling crippling anxiety that they cannot or do not want to show.

There will be people hiding conditions or vulnerabilities that they carry silently each day.

There will be people who are carers, not wanting to let this get in the way.

There will be people who wish they were carers, who don’t need reminding they’re not.

There will be people with deep held views about medical treatments and procedures.

There will be people looking for answers in their faith.

There will be people who fear that their difference makes them a target.

There will be people who struggle with addiction and dependency.

There will be people who suffer at the hands of another.

There will be people who worry constantly about someone they love,

And there will be people grieving in loss.

These people are our colleagues, our friends, our neighbours and our family. As they were last week, last month and last year. When we aren’t together, inclusion matters more than ever.

 

 

The best way out

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I’ve had a paperweight on my desk for about the last 30 years. It contains a quote, I believe, from Robert Frost, “The best way out is always through”. The idea of having a paperweight in this day and age may seem somewhat superfluous, but the wisdom is something that endures beyond its physical home.

When things change, when we are under pressure, anxious, when we struggle to understand which way is up and which is down, we can understandably lose momentum. Many of us in organisations undergoing physical or economic turmoil will be tempted to think, “what’s the point?”. At the same time there are students all over the country who have had their lives thrown up in the air and been served a mixed diet of uncertainty and confusion.

In these circumstances, in these moments. It is tempting to stop.  Inaction, unless a conscious and considered choice, is rarely the answer. It seldom makes us feel better nor does it help others around us. Our psyche, our health and wellbeing requires us to feel that we are progressing, even when it feels almost impossible to do so.

The best way out, is alway through. It starts with small steps, slow, steady steps. Placing one foot in front of the other and starting to move. We cannot predict the future, we cannot control the uncontrollables, that was the case six months ago, a year ago, five years ago. It is the same today.

Whatever challenge you’re facing into, whatever uncertainty has been thrown in your way. There is only one direction that you can travel. Forward. And I promise that when you do, it will see you out and through.

 

 

When leadership calls

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Throughout our careers, there will occasions when we are asked, more than ever, to demonstrate our worth as leaders. Whether through a change, a significant challenge, or indeed a crisis. Any of us that manage people will be asked to step up, to step into the light and to do the thing that we talk and theorise about so often. To lead.

In these circumstances, great leaders put their own concerns aside. They may be worried, concerned or unhappy, but they understand that their role requires them to put this aside. They are there in the service of their people.

They understand that they need to be calm and reassure, that it is only normal that in uncertain times people worry and they look to those in positions of authority to tell them it will be ok. They don’t rush around creating drama, no matter what they may feel inside.

Great leaders understand the importance of simple, clear communications and the need to repeat it more than ever. When we are worried, stressed or concerned we can find it hard to take in multiple complex measures, simple and clear messages make it easier for us to digest and process.

They also know that it is important to play by the rules that they set. That it doesn’t matter how clear and simple the messages are, by contradicting them with behaviours we send out complex messages that confuse. Actions need to match and reinforce messages.

And they recognise the human at the heart of each decision, seeing the impact that each and every choice we make has on people, thinking about how it feels for them and being clear of the why as well as the what. Which means sometimes we can do the right thing and be unpopular.

Finally, great leaders know sometimes they get things wrong in the heat of battle and they are humble and recognise fault. People will forgive you for getting things wrong, they rarely do for denying it or apportioning blame.

When leadership calls, we need to show up as the best version of ourselves. Remain mindful of how we are feeling, what we are thinking and ultimately why we are there. Every day is a chance to practice, sometimes you’re called on to perform.