2021 Springboard
For this final blog of 2020, I have been reflecting on some of the key themes I have seen across sectors this year. What have leaders been doing differently? And how can you set yourselves up in the best way possible for 2021?
Your Time
Many leaders have found it necessary to become more operational during 2020. Often this has been in one or two key areas that had been identified as necessary to surviving the challenges posed by the pandemic. However, it is easy to let this become a habit. And as a leader, one of the most precious assets you have, both for yourself and your organisation, is your time. These two pieces of advice, one from the CEO of Microsoft, and the other from a member of a well-known private equity house, make the point brilliantly:
one of the things we sometimes confuse is all the things we should be doing versus all the things only you could do;
if you had only three hours in your working week next week, what would you use them for? Now look at your diary, and consider if in fact you will be doing any of these….
Decision-Making
Many senior leaders have relied heavily on the teams around them this year. Those with strong, diverse, inclusive leadership teams; a culture of healthy debate; and a mantra of ‘fight then unite’ have given themselves a better chance of success. However, for many leaders even in these circumstances, there have been times when responsibility to shape the direction or make the final decision ultimately rests with you. So what’s the balance between listening, building consensus, and leading the ship? What have you learnt about this, and what can you take forward into 2021?
The Power of Setbacks
I have shared many times this brilliant quote as it has been relevant to so many conversations I have had over the course of 2020.
“Setbacks are a discovery mechanism; they also release excess energy, motivation and willpower.”
The Stockdale Paradox
Many of you who work closely with me will be very familiar with this. The consultants McKinseys use the phrase bounded optimism. I prefer to share the experience of Admiral James Stockdale from the Vietnam War, reflecting on leadership in a crisis:
“You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
I think this will continue to be key in 2021.
Confidence alongside recognition that you can always get better
I have heard too many times this year the phrase ‘imposter syndrome’. I don’t like this term; I believe it is an unnecessary and negative label for something that is entirely normal and natural. This year in particular has highlighted the balance that leaders need to have between confidence, and a recognition of the need to improve. Confidence is underpinned by: recognising your strengths and the value that you bring; hard work and preparation; deploying your abilities; and learning from the ‘feedback’ you receive (in terms of outcomes). However, this should always be balanced by a healthy dose of humility, particularly when facing unprecedented circumstances. I haven’t come across a single leader this year who felt fully prepared and able to cope with all the challenges they have had to face. Everyone will have had times when they have doubted themselves and their abilities. But this is what makes us human, this is what ensures we continue to strive and improve, and this is what drives success.
Chief Vision Officer
Simon Sinek, in his latest book the Infinite Game, writes about how a CEO should actually be called a Chief Vision Officer. A CEO (or equivalent) is the keeper of the cause; the holder, communicator and protector of the Vision. I think this has been even more important this year amongst the maelstrom, uncertainty and difficulty. Taking this to a more granular level, an interesting aspect to this has been the requirement on leaders this year to ensure they: (i) set the direction; (ii) ensure the right conditions are in place to enable everyone to get on with their jobs; and (iii) set the tone. Which brings me nicely onto the final point….
Energy Levels
Pretty much everyone I have talked to throughout December has been at the edge in terms of energy levels and stamina. Remember that your organisation needs you to perform. And that you set the tone. The higher your energy level, the more effective you will be. And the more you will be able to use your abilities to produce outstanding results. So take time to re-charge, focus on your well-being, so that you can be the best leader you can be.
On which note, I wish everyone a happy and healthy break.