The interplay between leadership and the decision lens is a perplexing topic and one that has had a blazing spotlight thrown onto it in 2020. Here are my musings on leadership in the Covid context …
I’ve been reflecting a lot lately on life, the universe and everything – unsurprising given one’s been living under a State of Disaster with strict restrictions on reasons for leaving home, with whom, for how long and how far. It has been rather an extraordinary experience but I must say I’d rather have gone through it under Premier Andrews’ rule than Hitler’s … apologies, I digress.
My reflections have traversed many themes over the past 6 months and one that has been a recurring thought bubble has been the interplay between leadership and the decision lens through which our leaders have been taking decisions. I guess I’ve been noticing this more because those decisions have had an immediate and direct impact on my daily life.
Under normal circumstances, I have the luxury of ignoring what the pollies and media have to say. Filtering my information consumption and focusing on the content with which I have a desire to engage. But now, under these Covid-circumstances, I feel compelled to take notice of what our leaders are saying and doing and the decisions they are making.
I never would have imagined myself anxiously trawling Google to find out what time the Premier was making an announcement. Let alone setting aside whatever activity I'd had planned for that Sunday afternoon to sit and listen for 90 minutes to the Premier's entire presentation and question time.
Leadership transcends ideology
I’ve been surprised to find myself increasingly impressed by displays of solid leadership, despite fundamentally disagreeing with the policies being decided and delivered. My first insight into this perplexing scenario was when Theresa May, as British Prime Minister, had to implement a policy (Brexit) that she personally disagreed with but that the people had decided they wanted.
From an uninformed, outsider’s perspective, I think May displayed great leadership through that period. She was faced with an extraordinarily complex situation and strong opposition, including open hostility. But throughout it all, she stayed the course to deliver the outcome for which her constituents had voted … granted, she never actually succeeded but I suspect that’s a reflection of the politicking that went on rather than her leadership per se.
When the going gets tough, good leaders shine
When Jacinda Ardern closed New Zealand’s borders to ward off Covid-19, I didn’t necessarily agree that it was the best course of action. However, if the decision lens was to keep New Zealand Covid-free, then her actions were effective and she was certainly demonstrating her strength of leadership by making such a radical call.
When I heard the different approach Sweden was taking to the Covid-crisis, under the direction of Health Minister Lena Hallengren, I was impressed that she did not succumb to global popular opinion. She used a uniquely Swedish decision lens to guide her policy decisions.
Strong leadership is vital, particularly when the best path is unclear
The strategies Ardern and Hallengren chose were based on each of their country’s unique circumstances, exposure and risk tolerances. And, whilst the decisions these two leaders took and the outcomes they achieved are worlds apart, they both both displayed extraordinary leadership in the process. They both showed strength of character and a steely resolve, they each had a clear strategy, they took their positions of leadership seriously and they did not indulge in politicking, power-broking or appeasing popular opinion.
Whether one approach is better than the other, who knows? Will the economic effects of shutting down New Zealand’s borders cause more long-term harm to the economy than a more liberal approach would have? Or, have the health (and indeed death) impacts of the Swedish approach dented Sweden’s long-term outlook more than what would have occurred under stricter restrictions? I don’t know we’ll ever truly know the answer to these questions.
Regardless, I have a great deal of respect for both of these leaders and wish we had more of their kind walking our halls of power.
Ignorance is bliss, be thankful you’re not in the hot seat
When Dr Brendan Murphy resigned as Chief Medical Officer of Australia in July this year, after leading this country through a period of the most diabolical uncertainty it has faced since WWII, I felt compelled to send a note of thanks. Not because I agreed with the decisions he made but because he provided strong, consistent, collaborative and decisive leadership at a time when we needed it most. He was in the hot seat and he did a commendable job under the circumstances.
I was appalled when I read through some of the other comments on the announcement post. The vitriolic tone of them was entirely uncalled for. I realise the economy has suffered and the ramifications through the business community have been disastrous. But, let’s face it, there was never going to be a positive outcome from this global pandemic regardless of the strategy our leaders implemented.
Don’t hate on the people who held such grave responsibility, dealt with the situation to the best of their (highly) professional capacity and gave everything they had to the task. Because I can guarantee you would not have done a better job yourself, and, in fact, if you were in the hot seat at the time, you may have caused more harm than what you accuse those leaders of perpetrating.
Be appreciative of good leadership
As I alluded to at the top of this article, I am in Melbourne and have had to endure over 6 months of significant restrictions. I’ll admit, I’m not a happy camper. I have been patient and I have been well-behaved but, like many Melburnians, I am getting to the end of my tether.
I am furious with the Victorian Premier, Daniel Andrews, for enforcing so much hardship on this city and I disagree with the strategy he has employed. However, I will be the first to concede that I don’t have access to all the information, so I really don’t know whether his hard suppression strategy was warranted or not. Maybe a less stringent approach, which is what I would have taken, would have been an even greater disaster, who knows?
Regardless, I acknowledge that Andrews has been an excellent leader. He has chosen a decision lens and he has made effective decisions based on that lens. He has lead with humility, stayed the course, maintained confidence in his strategy, stood up to strong criticism and provided valid reasoning for his actions (whether you agree with the reasoning is a separate issue). He has also collaborated effectively across portfolios to ensure clear and consistent messaging and policing. And, he cares.
If you disagree – don’t whine, influence
In my view, Andrews has really stepped up as a leader. He is not acting in the interest of retaining his political post, he is acting in a manner he believes is in the best interest of the state and its people. The state opposition leader, Micheal O’Brien, has, on the other hand, earned himself the nickname of ‘Michael O’Whine’.
O’Brien is using every opportunity to whine about all the bad decisions Andrews has made and to call for heads to roll. He is politicking like a pro at a time when Victorians really don’t need politicians. We need leaders.
At such a critical time, I would think an opposition leader would better serve his constituents by being part of the solution and influencing outcomes, rather than stirring up petty politics. The more O’Brien whines, the less likely Andrews is to take his advice under consideration. If he’d acted more like a grown up than a petulant child, O’Brien could have offered constructive commentary and assisted the Premier to deliver more productive outcomes for all of us.
That’s enough of me rambling for one day
Despite the challenges, you cannot deny this Covid-palaver has been an interesting experience. Although, I am very much looking forward to it being a distant memory. Like many others, I am drawing whatever positives I can out of it. This crisis has definitely opened my eyes to the machinations of leadership and has honed my appreciation for those who do it well and those who shouldn’t be at the table.
It has also made me realise that any pathway a leader chooses may, or may not, be a good one. Regardless, whatever path we’re treading, we need to make the most of it.
How have you been making the most of the path your leaders have chosen for you? I would love to hear your thoughts, Contact me to share your experiences.