Leadership: The Bottom Line

Leadership. It’s a loaded word with baked-in complexity. 

Our business leaders are arguably in a position to be more influential now than at any time in recent history. Lockdown has forced us to stop, think and reassess the big picture and at the same time reflect on the potential consequences of our actions and interactions with one another. It’s real and inescapable. 

Working in crisis mode for 100 days has fundamentally called into question what it means to be a leader and the hallmark qualities that bring a team closer. 

In many cases, business strategy and leadership intention have not been quite as aligned as the mission statement printed in the annual report may suggest. Performance management frameworks, talent attraction principles, supplier integrity standards and CSR initiatives have historically said all the right things on paper. However, when you scratch the surface, in many cases the same flawed processes continue to rumble on, invariably missing the mark and distancing employees from the real corporate agenda.

There will be an attitudinal shift in many employees when the impending return to workplace timing is confirmed. Employees and leaders will express varying degrees of discomfort with the path ahead, and leaders are often faced with resistance and evolving attitudes. 

All that said, extraordinary circumstances are the ultimate leadership stress test and often bring out the best in people. 

Time for action.

One of the primary roles of a leader is to plan for the future. How does that work when the future is uncertain, unclear and most of all unpredictable. Anxiety and uncertainty often work hand-in-hand, and a shift towards empathetic and authentic leadership may present the way forward for many. Emotional engagement, relatable at a different level and less about performance targets, budgets and goals.

The call to action is clear. It’s time for bold and fundamental change, and the opportunity is in seizing the moment and taking affirmative action. Let’s own the recovery ahead by asking aspirational and optimistic questions, “What does amazing look like?”, “What’s our wow!?”, “What brings our team closer and how can I be the leader I would work for?”

Plan early, think big. Take a fresh view on leadership and identify early the emerging leaders and leaders already on your talent plan who have the necessary mix of agility, flexibility and empathy that fits with the new world.

The workforce of tomorrow expect more, and rightly so. They expect brands, organisations and leaders to represent their core values and beliefs. If not, they vote with their feet. In the 1970’s, the average person would generally have two or three employers in their lifetime. Wind forward to 2020 and the Millennials and Gen Z cohort are looking for great ‘experiences’, with an expectation of 12 to 13 jobs in their lifetime, and around 6 different jobs before they turn 30. Whilst some of this turnover is to be expected, some of it is undoubtedly avoidable. As is the associated cost, which can be significant.

The big challenge leaders have is introducing policy that fundamentally changes how their business operates, how their people experience the workplace, and it needs to amount to more than just policy and words. Coaching leaders is essential, to give talented employees the best possible opportunities to achieve success, guide by continuous development and access to experiences that open up new perspectives. 

Supporting leaders and people managers by balancing their workload with ongoing development, to give them the breathing space and skills to get that crucial role right. 

To think big you have to look beyond the bottom line and consider the broader ambition. Genuinely investing rather than counting cost will help you nurture smart, adaptable leaders and bring fresh thinking into the organisation.

If an informal chat would be of value, feel free to contact me on LinkedIn or visit our website.

About Gallagher:

• Gallagher Organisational Wellbeing consulting creates actionable strategies for organisations to create sustainable, values-led cultures that help people to thrive, excel and achieve success in their day-to-day roles. More information here:
• Gallagher Communications is an integrated, full-service consultancy covering strategy, creative, digital and data to bring organisations together and their culture to life, with a demonstrated track record of partnering with some of the UK’s most recognised brands. More information here
• Gallagher Benefit Services (GBS) provides consulting and tailored employee wellbeing programs to organisations and growing businesses across the globe, helping clients to attract, retain and nurture their teams to drive performance and embed a sustainable culture.
• In the UK, Gallagher Benefit Services focuses on organisational wellbeing, culture change and communications, employee benefits and rewards consulting. More information: ajg.com/uk
• Gallagher Better WorksSM is a comprehensive approach to benefits, compensation, retirement, employee communication and workplace culture that aligns with an organisation’s people strategy and business goals.
• Arthur J. Gallagher & Co. (NYSE:AJG) is a US-headquartered (Itasca, Illinois) insurance, risk management and consulting organisation with offices in more than 30 countries with additional client-service capabilities delivered through correspondent brokers and consultants in over 140 countries. 
• Recognised by Ethisphere as a World’s Most Ethical Company® in 2020, for the ninth consecutive year.