Who watches the watchmen?
The depressing truth about modern political leadership and what we can learn about how "not to" lead
Welcome back to Lead with Intention. If you’re new around here, I cover the state of modern leadership through the lens of a qualified leadership coach. Every two weeks, we dive into a leadership topic, often pulling from real life, and I give you coaching insights for your life at work along the way.
I typically have a funny GIF to soften the blow of some pretty harsh observations on the state of modern leadership, and this week, it could only be the majestic “The Thick Of It” (for my overseas readers, if you’re not familiar, this is a wonderful companion / origin series for Veep and Succession - they all share the same creative roots).
I was eating a pain au chocolat on Sunday morning, not a Twix, but this was my exact sentiment whilst watching the weekly politics show presented by Laura Kuenssberg on the BBC…
You know the drill. Politicians are wheeled out to promote / defend / rebut on current hot potatoes. This week, we had the delights of raw sewage hitting our beaches and the ongoing economic challenge (for all of us) of high energy prices.
Now this is NOT a party political newsletter. We’re here to observe and dissect tropes of modern leadership, and together, find a better way to lead in our own organisations. And honestly, it really didn’t matter who was on the ropes and in the glare of the TV lights, I fear my reaction (and maybe yours too?) would have been, depressingly, the same…
When did it get so hard to answer a question with authenticity and honesty?
I’m not naive. In fact, for much of my professional career in Communications, I was the one prepping spokespeople for challenging interviews. I could see all the angles, all the pitfalls and potholes, and I gave the same advice so many of give in the same profession:
“Here are your key messages. Don’t deviate. Bridge back to them constantly. Use them as your safe place.”
It’s sensible communications counsel. But when twisted and contorted and taken to its nth degree, it becomes an excuse for anything. A reason not to answer any challenging question or deal with constructive feedback. A way of pushing rhetoric down the throats of anyone watching. And this isn’t just limited to politics, although politicians are arguably, the most consistent offenders. Company CEOs do it too. Start-up founders. (Whisper it quietly, you may have been guilty of this at some stage, even on a micro level. Think about that time you got caught by your mom stealing chocolate out of the treats box. Did you use and repeat your key message of “I was hungry and you didn’t give me any fruit after school!”, pushing the blame onto your poor parent? Of course you did…)
In the modern age of leadership though, it’s time we updated this advice.
Get your key messages out by all means. And…(not but)…
Be authentic. Be transparent. Be vulnerable. Be constructive.
Offer solutions not soundbites.
I don’t think this is naive. I don’t think it’s too much to ask. And critically, I don’t think it undercuts you as a leader. It only strengthens your position as someone to trust, and someone you can trust.
You can still drop your key messages and communicate your narrative (in Sunday’s case of energy prices, this was about maximising the potential of alternative fuel sources in the future), but allow some space to acknowledge what is, in the here and now. Find some balm to salve the wounds in the present before you bombard your audience with future strategies that won’t help them today, whilst it’s hurting.
Still processing…
When leaders communicate, especially in a crisis or in response to a problem, they need to understand a fundamental truth about the human condition.
We all need time and space to grieve. To come to terms with what is, before we can move to what could and will be. This goes for bad news, as well as challenging political rhetoric.
It’s why in coaching, we use the famous Kubler-Ross Change Curve to guide people through the stages of transition.
And it’s what politicians refuse to do when they communicate, which makes so many of them poor examples for the rest of us, regardless of your political leanings (I acknowledge this is a cynical take, but if you watched on Sunday, tell me I’m wrong!)
They are all about an imagined future of their making, whilst we, the proletariat, deal with the challenges of the here and now. It’s not how you engage or take people with you. And Sunday’s viewing was an abject, depressing lesson in how NOT to lead with purpose and authenticity.
Enough of this. How can we do it better?
We could fill a book with this couldn’t we? (And stay tuned for the first Lead with Intention reading list coming soon if you’re a premium subscriber…) But here are three practical lessons to take away and implement in your own leadership journey.
Study the mechanics and the psychology of change. The change curve above is a great starting point, along with the Kotter model, which I’ll write more about next time, as it’s one of my favourite coaching and communication tools for leaders. When you understand the human condition, and can empathise with it in your leadership position, you will lead better and with more integrity, purpose and intention than ever before. Many poor leaders skip this step and go right to the bit where their imagined future is waiting, forgetting that in order to get there, they need the support of their audience and their stakeholders, who need more time and care along the way.
Don’t let a good soundbite get in the way of your leadership purpose. Pithy quotes are all well and good. And they can help in terms of having your message retained and shared. But they aren’t a replacement for authentic and purposeful leadership. This takes a lot more work - on yourself, which can be painful and challenging - but it’s a much more sustainable way to lead and be remembered for how you led. If you too face a challenging interview or meeting - media or not - remember that your key messages are only as meaningful as the currency you have in the bank. If you haven’t done the work, and your words are hollow, that will show and you will be seen through. Don’t be that person. Do the work.
Have empathy for your audience, not contempt. A no brainer yes? But so many leaders fail and fall here. They assume things about their audience / employees / partners / customers / stakeholders that fit their own narrative. They don’t listen. And they don’t empathise. They assume that what they want is what everyone wants (sound familiar?) and are then surprised, impatient, or even angry, when it turns out that people may have a different view. As an effective leader, you need to take people with you on the journey and that means starting from where they are - not from where you are. This is one of the most valuable pieces of advice I could ever give you when it comes to leading through change.
I hope you enjoyed today’s newsletter, even though it’s a depressing indictment of so much of our modern leadership (especially within the political sphere). I think there is so much value to take from looking at what doesn’t work and asking yourself why.
Then doing the deep inner work to challenge your own assumptions and biases as a leader, taking the time to listen, adapt and change, so that you can lead others in a meaningful and sustainable way. It’s what I focus on when I am coaching others facing leadership challenges or transitions. It starts with you and a healthy dose of self-reflection. Are you ready to hold up the mirror?
It would really help me so much if you could share this newsletter with others that you think might find it helpful. The more we can grow this community, the more value we can create!