Every so often I have these moments. It feels like a loss of focus, it gives rise to a dip in confidence, and an anxiety that the ‘clarity’ I had been experiencing has drifted away, perhaps never to return. As a coach, trainer and consultant I convince myself that I ‘need’ a solid and reliable platform from which to operate successfully. A base where I feel reassured by my own purpose. How, after all, can I be fully effective in what I do if I am seeking clarity as much, if not more, than my clients?
In these periods, my go-to instinct is to read. To read and re-read passages from books that have in the past provided me with light-bulb moments. Flashes of light that put everything into perspective and allow me to get back on an even keel.
But this week it just wasn’t happening. I was scanning some of my favourite books and papers. Writers and commentators who have filled me with inspiration and energy. I was looking for the theory, or model, or piece of latest brain research that would sort me out. And then, just as I was getting desperate, and thinking that my ‘mojo’ had departed me, I started to scan some of the highlights I had made, many years ago, in a book that I read when I was first in training. Tim Gallwey’s “Inner Game of Work”.
And then the words jumped out of the page at me. “We get in our own way.”
You could be excused for wondering whether leadership has gone out of fashion right now. Whether it be politics, business or sport, wherever you look, there appears to be a vacuum at the top, and much discrediting of those leaders who remain.
What could be going on? Well, I think one of the problems is that we are mixed up about
what we want from our leaders. Perhaps we expect too much of them. Should they have all the answers? Should they be all-seeing and all-hearing? Is it reasonable to expect them to set strategy, direction, plan, implement, review, report and make key decisions, as well as dispense wisdom to all who seek it? Of course not. But, despite recognising this as impractical, and even unhealthy, as a society we are still encouraged to demand unequivocal and unwavering surety from our leaders.
At this time, perhaps more than at any time in the past, we need a different set of skills from our leaders. We live in a VUCA(volatility, uncertainty, complexity and ambiguity) world where knowledge is distributed more widely than ever, where more information is instantly available than at any time in history, yet despite all that information, decision-making has never been more difficult. Those who come out of the charismatic ‘all-knowing’ school of leadership present us with dangers. Continue reading →
People do not go out of their way to seek data that contradicts their existing beliefs. On the contrary, they will select any data they find that supports existing assumptions. We may like to believe that we are open to having our minds changed, but the reality is that we are quite fixed when it comes to our mental malleability.
Evidence for this assertion is being played out daily on our radios and televisions, as people debate the pros and cons of Brexit. There is an uncanny collective agreement amongst the public that they do not get enough facts to help them arrive at a logical and balanced position. We hear this refrain in panel discussions, question time and vox pops. “How are we supposed to know what the truth is? One lot give us a load of statistics, and then the other lot come along and tell us that is all wrong and hit us with another load of statistics.”
I watched one such programme recently, where a member of the public made exactly this
point. He levelled his accusation at one of the ‘experts’ on the panel. His complaint centred around the costs of running the EU along with an assertion that Britain should not be run by unelected bureaucrats. The expert spent a reasonable amount of time patiently explaining the facts. He explained that calling all of the EU machine unelected was not accurate. He pointed out that the EU Parliament, which is made up of elected national representatives, does in fact have a veto over recommendations put forward by the EU Commission. And that the EU Council is also made up of one member from each state in the EU, each of whom will have been elected as part of their home nation’s general elections. This was all delivered in a tone of neutrality, and with a genuine desire to help alleviate concerns and misunderstandings. At the end, the person who had raised the original issue was asked if the information provided had helped. His response was not positive. Exasperated, he accused the ‘expert’ of simply adding to the confusion and misconceptions, and “just who was he supposed to believe?”