Good and bad leadership...the year they both came home

IT’S COMING HOME*

*It may not be/It might not have. And if it doesn’t/didn’t, I apologise wholeheartedly for raising hopes.

And if you’re an England football fan born at some stage after 30th July 1966, chances are you’ve been waiting a while for it to make its return journey. I am one such individual, now living 12,000 miles away from my country of birth. So whilst I longingly and nostalgically observe the progress of our World Cup campaign and the celebratory scenes ‘back home’ from the relative comfort of my adopted nation, I’m also reminded that a very different journey is taking place in a political context.

It got me thinking, that aside from the quintessential "Englishness" of a story of hope emerging from a political environment that offers very little in that realm; there are some interesting dynamics of leadership at play in the current sporting and political narratives in the UK. A clear disclaimer before I go further - I am neither an expert in football nor politics; but I maintain more than a passing interest in both. And as my career has become about leadership, both in the literal sense and as a professional who supports other organisations to develop theirs, I can offer reasonable insight into this area of the conversation.

Whatever the outcome of this year’s World Cup, faith and pride in the national team have been radically (and quite unexpectedly) restored. A significant part of this to my mind has been down to leadership. Gareth Southgate, the man burdened with the unenviable task of undoing 52 years of torment and disappointment, has quietly and impressively risen to this task by displaying a number of key leadership attributes that when deployed in an organisational context, often drive huge success. In contrast, the political volatility that defines the Brexit campaign has been ignited by a consistent pattern of inadequate leadership. Whatever your political leaning, it would be fair to argue that Brexit (or at least the implementation of it) has so far proved how destructive poor leadership can be on a wider community.

So, what is working so well for Gareth Southgate that is in equal measure failing for the UK’s political leaders? And what can organisations learn from this?

Culture

Unity, identity, values and beliefs. These are the foundations that great leaders engineer to inspire and embed culture. In the case of the English football team, the manager has been an integral part in dispelling a toxic legacy culture to form a new, positive set of behaviours that maximise performance and attitude.

Preparation, Stability and Strategy

No plan can be executed if it doesn’t exist in the first place. Leaders are responsible for crafting the strategy, preparing their team for it, and embedding the right performances and behaviours to achieve long term goals (no pun intended).

Removing ego to focus on the collective

England teams of the past were often blessed with exceptional individual talent, but lacked the cohesion and collaboration to achieve true success. In this campaign, the manager has bravely removed technically gifted operators in favour of team contributors who offer more, and sacrifice more, for the good of the group (often at the risk of intense public scrutiny). There are no superstars, only an aligned unit that is greater than the sum of its parts.

Strength based leadership

In an organisational context, professionals thrive when given the freedom and support to focus on roles and tasks in which they excel. In this England team, the manager has adopted the same policy. Each member of the team understands how, what and when they contribute; and can rely on the complementary skills of their teammates to execute the game plan.

Removing fear vs campaigning on it

In sports, much like in any professional environment, fear can be a very destructive motivator. It was one readily deployed by Southgate’s predecessors and it restricted expression and belief. In the current team, the opposite is happening. Psychological safety is achieved through being empowered to make mistakes and to learn from them, with the reassurance that they are encouraged as opportunities for development. Great leaders enable this philosophy, and great teams thrive within it.

Perhaps more heartbreak is inevitable. But at least this time I will take huge consolation in the progress this team (and most pertinently, its leader) has made.

Good luck lads…bring it home!

Aidan is the Auckland Regional Manager for Inspire Group, an award winning learning and leadership design provider that supports organisations across New Zealand and Australia. To learn more about how we are changing lives through better leadership, contact Aidan on +64 (0) 27 204 8260 / [email protected]