Sandiar, Executive Coaching London, Leadership Consultancy London

Courage through the chaos

We are currently facing some of the greatest challenges in recent history, following the collapse of the global economy.  To achieve a more stable economic future, we are being asked to practice considerable deferred gratification, accepting levels of austerity possibly not seen since the Second World War. The public sector, regarded as having been especially profligate is being told it must bear the brunt of cuts.

A palatable sense of dismay, anger and righteous indignation prevails as the public sector is perceived to be the sacrificial  lamb - unjustly punished for the sins of the financial mismanagement of recent years.

 How can those who work in the not for profit sector, the civil service, the NHS, education, local government and housing respond effectively?

 Faced with significant change and challenge our reaction may be anger, wanting to confront those we believe are causing our problems or we may feel totally overwhelmed, caught in the vice like grip of inertia. Sometimes we may pretend its not happening-entire body buried beneath the Sahara syndrome. None of these responses could be described as skillful.

It is undoubtedly true that we can always improve the way we do things and the impending changes offer a valuable opportunity to do so. Instead of being afraid of the challenges that lay ahead, we could welcome them, seeing them as a catalyst which could create enormous benefits for our society and for ourselves.

There may be opportunities to form social enterprises, adopting a grass roots way of delivering services more effectively to local communities. This could provide a unique chance to offer services that people want rather than having to accept what is given to them. Maybe there are other ways to provide services. Can we creatively explore new possibilities?

 It is timely to reflect on the way we work. Has the affluence of recent years led to happier, more fulfilled lives or has improvement been confined to the material? How do we want to work in the future, what inspires us, what is important, financial reward, prestige, or doing work that enables us to feel deeply satisfied when we close our eyes at the end of the day? What do we want our working life to look like, long hours, stressful environments, furiously juggling ever-increasing demands? We may prefer recognition of our humanity, enabling a fair and realistic assessment of what can be reasonably and effectively managed by one person. Perhaps we want to work completely differently, more flexibly, working remotely, enabling us to avoid the stresses of the daily commute and possibly live on a remote Hebridian island.

 Clearly what is needed is courageous, visionary leadership, leaders who see possibilities in the midst of change and who are prepared to inspire others. They possess a strong conviction that working in partnership with people can lead to real and meaningful change being achieved and are prepared to explore outrageous possibilities and take a reasonable amount of risk. They are deeply committed to the people they work with and those they provide a service to; offering support and direction to help see beyond the obvious.

 They ask themselves how they will evaluate their life and are adept at planning to achieve their aims. They also consider what their circumstances are asking them to do? David Brooks writes in the New York Times, The Summoned Life.

These are questions answered primarily by sensitive observation and situational awareness, not calculation and long-range planning’.

Brooks believes that both the ability to plan while paying attention to what’s currently happening are necessary to achieve benefits that go beyond the personal to help the larger cause. Our leaders need to detach from the chaos, confusion and uncertainty, to gain clarity enabling them to make wise choices and skilled decisions that generate satisfaction for themselves and society.

 Rosemary Sandham