Question: What do Leo McGarry and C.J. Cregg have in common?

Any fan of the popular, early 2000s U.S. TV series, The West Wing, will be shouting out the answer. For those who missed out on this TV gem, both fictional characters serve as Chief of Staff in the Bartlet Administration.

In a move outside the confines of traditional comms agency operating models, at GCI Health we took the plunge and created a Chief of Staff role in 2021, recognising the need to adapt to a changing world and in the face of rapid, sustained growth. But who really understands what the role looks and feels like, and the value it can bring to teams and businesses?

?In this interview I share my reflections from the last 2 years as GCI Health’s Chief of Staff, and share some of the learnings I’ve picked up along the way.

Clare, tell us about your role as GCI Health’s CoS.

It’s incredibly enriching! Every day I learn and grow from the enviable position of having a helicopter view of how the organisation is functioning. To be of value, I need to draw on my organisation, collaboration and people-centric skills, managing in all directions (myself included) and truly seeing from different perspectives. This enables me to identify efficiencies and solutions that will make the day-to-day running of the business smooth and calm amid sometimes challenging times.

What does a typical day look like?

It’s fair to say no two days are the same; each is filled with a variety of activities. My goal doesn’t waver, however. I’m here to ensure the business operates as efficiently and effectively as possible, meaning I jump in to help in whatever way necessary. I spend roughly 85% of my time with our EMEA President, Kath Harrison, and UK Managing Directors, Kim Walker and Hannah Morris. The remaining 15% is split between supporting individual teams and ensuring the Leadership Team is equipped with all the information and tools required to run the business successfully.

So your role touches everyone in the agency?

Yes – a big part of my role is making sure people are accountable. To do that well means I have to be comfortable nudging anyone and everyone. I make sure that everyone is doing what they said they would do, and what needs to be done, either on or before the deadline. This can be anything from new business pitches and strategic planning right down to chasing people on timesheets.

It sounds as if you get into the detail!

I believe that anything worth doing is worth doing well. To know how I can be of most value, or where to find solutions, I first need to really understand the situation. This means asking lots of questions (including the most crucial one: why?), looking from all angles and being clear on priorities. This provides me with all the context I need about why something is more important than something else. I understand the nuance that went into the decision-making process and I know why we choose a particular course of action over others. This often requires me to do a deep dive into a situation, which means I’m well-placed to then cascade information and communications both internally and externally. In a nutshell it keeps us transparent, open and honest.

Looking back over your career, what advice would you give to others?

In my experience, the most fulfilling career paths are not necessarily linear, but those that take twists and turns and evolve with opportunities and a sprinkling of luck. Think about how you can add value and impact in your role, or within your organisation as a whole. Say yes to openings that allow you to grow in unexpected directions. Above all, believe in yourself, your unique personality and your skills, and take that leap of faith – you never know where you might land.

At GCI Health we’re always on the lookout for exceptional people to join our team. Email us at [email protected] if you’re interested in finding out more.?