Today I met with an old friend who currently works in the education sector. They would prefer to keep their name anonymous as they are about to change positions. Nevertheless, after working in positions across government, education, not for profits and enterprise including CEO positions, their story and thoughts about responsible leadership need to be told.
For the sake of this interview - let's call them 'Julie'
Our conversation focussed on Responsible Leadership and how this style of leadership encompasses so many areas into our future and into our past.
Julie explained that responsible leadership begins with development of teams and staff.
Looking at the broader framework in strategy development, you need to look at who you are responsible for.
Business is all about challenges, in line with your overall goal. If you look at sustainability in an organisational context strategy begins with looking at the external environment and what you have to offer internally at a level of competitive advantage.
How are you managing risks and stakeholders needs whilst also recognising that stakeholder interests are not necessarily aligned with the long term future of your business.
Julie acknowledges that banks are an example of where this alignment can go wrong.
Alignment with long term sustainability in the organisational context is never easy.
Survivorship is into horizons beyond next year. It is not about the end of contract / term in government / job description.
It is about growing the organisation and preparing it for long term trends and challenges.
Futurist thinking / foresight is hard to do. People are so caught up in the here and now and immediate future so they can't see beyond their contract.
There are also elements outside everyones control into our digital future... Like this one...
Many leaders do not see planning as legitimate work - it is often seen as a optional extra - not seen as working.
For example, Julie was asked to chair a planning meeting in her current position within a major educational institution to plan 2011, the meeting was subsequently cancelled due to the need to finalise existing tactical priorities - that exist every day.
If you are not looking beyond today or the next month - where is the sustainability of your business.
Generally, Julie believes, leaders within the majority of organisations and government do not see strategy / planning / research as legitimate - as they are more tactical and action based.
When it comes to responsibility of leaders and management, many leaders look at CSR (Corporate Social Responsibility) as a way to engage that will help others feel good about what they do.
The CSR trend is ripe with hype.
Organisations need to look at themselves in the mirror and say - are we truly representing what we present ourselves as.
Julie lays down a few examples...
Ronald McDonald House Charities - great cause - though is it there to help families with health concerns - or present them as corporate citizens to help them look good.
Banks working with under-privileged communities - again great cause - but what is the reason for this engagement? How can they better be involved in the corporate running of their business, not just what they present in their advertisements / PR blurb?
True CSR involves not only the marketing department - it involves every employee in a focus of the future improvement of society.
Every business (large or small) should treat their business - not how you want to make it look - instead how you want to make it work.
Towards the end of our conversation I asked Julie why she believes employees of organisations / businesses / government / education authorities / etc don't step up to the plate and ask for more from their leaders.
Julie explained,
If you look at the power of individuals - there really are only 3 times of power as Julie sees it
- An individual has power before they arrive on the scene - if your employer wants your knowledge and skills - this is the time to negotiate
- Power when you leave - when you leave you are released from the constituents that bind you and are once again free to speak of your own free will
- Power when you have independent wealth - with resources in place to be the person you want to be as an individual, you can freely talk about what you believe in and is core to your heart
I found the 3rd element quite interesting, though in the end had to agree when you put it into context - every individual has their own measure of wealth, power and achievement and when you believe in something, everything becomes contextual and you follow your personal beliefs - which gives you power to achieve more - regardless of financial or other concerns.
Julie then explained that the attributes of a responsible leader are both personal and professional qualities. These include;
- Integrity
- Honesty
- Modelling their philosophy
- Working hard
- Supporting people
You don't learn these qualities - you are either honest or you are not
These qualities are core values of a responsible leader. They are inspirational and take people with them... You want to follow on their journey...
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