To leadership and beyond…..

In times of crisis that we find the most interesting lessons out about both ourselves and those we are interconnected with. Who would have thought just a few months earlier that we would be rethinking the way our society behaves and interacts with one another? It was completely inconceivable that anything would ground aircraft, close shops and schools, and have young and old alike interact almost exclusively through technology.

In the midst of such change we can find life lessons about ourselves and about our leaders. It brings out the very best and the very worst in each of us. Our deepest darkest insecurities can be worn on our sleeves and paraded on our social media posts.

It isn’t difficult to understand why leadership is pivotal to the success of a company or enterprise in such unexpected and uncertain territory. But it isn’t just the leaders that have a role to play, the “led” do too. They need to learn to tow the line, to do what’s best for the masses and suffer temporary yet real inconvenience in their day-to-day lives in order to serve their counterparts and contribute to the success of a nation.

I’ve experienced a real dichotomy over the past month because I have more than one role in this pandemic. I am a “ follower” in my role at the hospital and a “leader” of two companies. I don’t hold a managerial position in the NHS and, after 13 years post qualification I am sill classified as a junior doctor. My experience in running businesses, managing employees and heading up teams is not taken into account in my medical practice. Despite this, medicine contributes significantly to my understanding and expertise in business. I’ve learnt how to keep a cool head in a crisis and under pressure, and some amazing examples of transferable skills I want to bring into my own team.

The paradox between leaders is clear for anyone who cares to look and see. I’ve seen managers scold staff for taking precautions in clinical practice who then take the same precautions to protect themselves. I have seen absolute altruism and sacrifice of personal health in order to serve colleagues and serve patients. I’ve met those motivated by money, those motivated by achievement of and of course, many who are motivated by the sense of serving humanity.  

The beauty of being part of a larger organisation is the feeling of comfort and safety from the group itself. But what happens when one individual raises the flag to failings and the dangers the group is exposed to before the large cogs of a huge organisation has time to react? The answer with COVID-19 is simply that the organisation will catch up but at a cost. Collateral damage can be reduced but not eliminated from such situations. What does have a more long-lasting impact however is a hierarchical shift and interpersonal relationships forged during such crises. It builds the teams of tomorrow.

The value of Communication cannot be underestimated for leadership in a crisis. The culture of an organisation filters through from the top down and when large groups of people are kept informed and empowered to be part of the decision-making process, the likelihood of them filling their often dangerous and difficult roles is far greater. Fractured communication can lead to conflict at all levels, deviation from the pack mentality and ultimately in greater losses. No one person can be better informed than the organisational decision makers but if information is not relayed to the people who need to understand it then the likely adherence to policies procedures will be lower than needed.

It serves us well as leaders to maintain one foot on the front line and an ear to the ground. This helps us continue to be empathetic whilst making decisions and in turn conveying this empathy helps on board the whole team. Empathy when used with integrity to help us explain difficult decisions with a sense of understanding and to not disguise or hide them is incredibly powerful. If heartfelt and with a strong message those being led are inclined to feel valued and ensure that their actions are in line with the overarching vision.

It all sounds rather easy; have a vision, be honest about it, convey your vision with empathy and make sure your own personal actions align with the vision. All of this whilst communicating frequently and without ambiguity! Okay so it’s not that easy however, it is possible for us to build an armory of tools and a team around us to help us be better leaders and serve the teams that rely on us.

I personally have never been involved in a global pandemic on the front line before. It’s unlikely that I will be again. I will not be the same person or the same leader in the future for this experience. I’m happy for this to be one of my life’s defining moments and look back on it with positivity and pride in making the most of a critical situation and ensuring that those of us who lose their lives, their welfare, and their livelihood in this pandemic do not do so for no reason.

I think the world ahead of us is going to be a different place with different leaders and different human to human interactions. I’m excited about that world and hopefully so are you. My pledge to my team is to be a better leader tomorrow then I am today.  I’m committing to the following ten steps:

·        lead by example

·        lead with kindness

·        take time to communicate

·        be open and honest

·        listen

·        be inclusive and not dismissive

·        remember I am here to serve those in my team

·        stay engaged

·        be well informed

·        stay humble

These are just some of the characteristics of great people I have met and worked with both in the NHS and my business life. I see examples of bravery and excellence every day in hospital. There has to be something wonderful come from such hardship and for me I’m focusing on the opportunity this pandemic has given me to become the best leader I can be. I will endeavor to make the future for my colleagues brighter for the hardships of today.

Stay safe