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How Brown got it wrong?
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Avoiding the perils of national
leadership
The pitfalls of becoming a national leader
have been revealed in a report launched today. Navigating the new
waters of national leadership is a study by international
leadership development organisation Common Purpose into the challenges
of making the leap to a national leadership role. One of the most
striking findings of the report, which inlcuded observations and
advice from Tim Melville Ross, Chairman, DTZ, Zenna Atkins, Chair,
Ofsted, Dr John Inge, Bishop of Worcester and Jon Williams, World News
Editor, BBC, was that many senior leaders fear that they aren’t up
to the task at some point.
The report revealed that the central
challenge of moving to a national leadership role is that, after
successfully rising up the ranks of an organisation, industry or
regional power structure, a leader finds that there is a whole new
mountain to climb. These fresh hurdles can include, as Dr John Inge
experienced: “Letting go of the desire to be involved in everything
and trying to fix things yourself as you might locally. You have to
delegate to and trust others.”
According to James Ramsbotham, Chief
Executive, North East Chamber of Commerce: “The more senior the
level at which you operate, the more complex the personal agendas and
the more they get in the way. If you do not try to unravel them you
will not be able to combat them and you will not achieve your
objectives. You will be obstructed for apparently illogical
reasons.”
The consequences of making a mistake at a
national leadership level can have serious repercussions for the
career of the leader, their organisation, industry or even the
country. This is likely to be on the mind of any leader making the
transition to national leadership and the implications of a mistake
one factor that is guiding their decisions and actions. The
contributors to the report made the following recommendations for
avoiding mistakes:
Be very clear about what it is your
organisation, department, is trying to achieve. Surround yourself with
the best people you can find to help you achieve that, and then
communicate ceaselessly with everybody, both internally and
externally, who might be able to influence the outcome.
Tim Melville Ross, Chairman, DTZ
In terms of the pitfalls, seems to me the
real danger is thinking you've made it simply by getting there, that
because you've got to a leadership role, you must have all the
answers. Actually, the truth is quite the reverse. That's the time to
be the human sponge, mop up the insights and intelligence. Sure, have
the vision, but use the experiences of others to map the route rather
than expecting everyone to find their own way. The platform becomes a
virtuous circle, networks open up, you're exposed to fresh ideas from
other sectors. Each reinforces the last, that's the real privilege of
the national leadership role.
Jon Williams, World News Editor, BBC
Be prepared for the length of time public
policy decisions and changes can take, and be patient with the
processes. Don't give up, keep a sense of perspective and a sense of
humour.
Sally Sykes, Director of
Communications, DePuy
Do some work on your inner life. Only
those who are relatively ‘sorted’ in themselves will make good
leaders and avoid causing pain to themselves and others.
Dr John Inge, Bishop of Worcester
Maintain a small group of people as
touchstones and support. Choose who you work for and with, not a job
description. Remember, it is people that make things happen but the
connections take longer and might need more time to develop a sense of
trust.
Stephanie Palmerone, Director of
Partnerships, Grove Investments
Develop your listening skills. You are
unlikely to be as wise as the sum of all those around you. Be wary
about the suggestion that some people are more important than others.
Whether they be electors, customers or audiences, you put yourself in
peril if you underestimate your public. Reflection is the most
important ‘tool’ in the leadership kit!
Sir Michael Lyons, Professor of Public
Policy, University of Birmingham and Chair, BBC Trust
Be true to yourself and keep it authentic
and human.
Phil Murray, Chief Executive Officer,
Petrotechnics
Marie Mohan, Director of 20: 20, Common
Purpose’s programme for those making the transition to a national
leadership role says: “From the experiences of the leaders who took
part in this report, it is clear that there are common barriers to
overcome; blind spots and insecurities of moving into a different
‘circle’ and not knowing the ‘right language’ or ‘customs’
needed to get things done. The report provides an insight into the
complexities of attaining a national remit and is a valuable guide to
anyone who is about to embark on a national leadership role”
20:20 is a leadership programme for senior
decision-makers - across all sectors and around the UK - who have, or
are about to take on, a national remit. 20:20 brings the future into
focus, offering a unique insight into the forces that will shape the
political, social and economic landscape of the UK in the next 10 to
15 years. Anyone wishing to learn more about Common Purpose and the
20:20 programme should go to the Common Purpose website, www.commonpurpose.org.uk,
or contact 0161 231 5914 or 2020@commonpurpose.org.uk
For
further information please contact:
Notes
(8/8/08) |
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