When the shit hits the fan: reflections on governance and leadership
How do we support leaders in the sector? What are they main challenges they face? Why do some fail? And how do some survive? What is the role of governance?
I was reflecting on some of the challenging issues I have been working on recently with CEOs, Boards and managers of ITC companies. Many have faced tough times and bleak choices and I have been particularly inspired by their instincts towards good practice, integrity and genuine desire to do the right thing.
In stark contrast most of us would struggle to invent the cartoon-like, toxic embodiment of ineffective leadership offered by Boris Johnson.
He, at least, is a benchmark of behaviours to avoid.
- Communication: a stream of contradictory lies and bluster which confuse, obfuscate and inflame emotional reactions.
- Personal responsibility: take none and blame everyone and everything else. Make and break preposterous promises whilst giving way to temper and puerile gestures of defiance.
- Values: Stand for and care for nothing beyond personal ambition.
- He is impatient and dismissive of detail and facts. For him leadership is about posturing and threatening. Negotiation is about bullying and, when things don’t go his way, he throws his toys out of the pram. Whoever heard of a Prime Minister threatening to go on strike?
So, at times of crisis and uncertainty what do people need from a leader (apart from none of the above)?
