In the years since we emerged from the Covid-19 pandemic, we have seen global events driving political change, economic instability, and cultural tensions. When coupled with fast-moving technological developments and the rise of artificial intelligence, it has definitely been a VUCA period for leaders across all industries. The result? A need for organisations in all industries to innovate, pivot, and constantly look for new ways to thrive, and for executive leaders to be at the forefront of this.
For leaders, navigating uncertainty requires strategic planning, a growth mindset, and a focus on developing new skills in their teams in order to prepare them for the future. It requires curiosity and a focus on continuous improvement to be at the core of this approach in order to maximise on the many opportunities that change brings.
The public sector, in particular, is under immense pressure to evolve amidst a backdrop of complex challenges. The role of leadership in navigating the period ahead for the public sector is critical. The enormity of the task facing the government will be felt by those in the public sector as they translate policy into reality. It will require difficult decisions, all with far reaching consequences, and high levels of expectation. Even with leadership skills that have been honed over the last 15 years, leaders will continue to be put to the test. Getting decisions right will go without fanfair or celebration, and getting it wrong will increase the levels of scrutiny already being felt. It is an unenviable task, but an important one. It is a leadership challenge that makes a profound impact on society and to the lives of everyone, not just the vulnerable.
Continuous improvement is an imperative. Business as usual is embracing change and forging a path through uncertainty. Curiosity, embracing feedback and a growth mindset will be the fuel that drives teams forwards, and leadership in the public sector will need to exemplify this.
Anthony Lewis, Director at Tile Hill, shares three tips of how executives can continue to lead us all to the future. As a recruiter of executives for key leadership positions in the public sector, Anthony hears first hand the personal challenges facing leaders in the public sector, whilst also hearing the requirements of organisations on their leaders. Connecting the behaviours and skills that are sought with the passion, dedication and tenacity of people within the sector is a privilege and gives companies like Tile Hill a unique perspective. In this piece, Anthony shares his thoughts on some of the common themes he sees in highly successful leaders.
Cultivating an Environment Where All Talent Thrives
The public sector needs cognitive diversity. There must be a diverse workforce at all levels of the sector to represent the communities it serves, ensuring that the service design meets the needs of communities and helps tackle societal challenges. For diversity of thought to thrive, it requires an inclusive and psychologically safe environment, and it is the role of executive leaders to create this.
In turn, the right culture helps attract and retain the best talent, and encourages people to do their best work. It breeds innovation and creativity through looking at existing and emerging challenges with fresh eyes. It amplifies the collective talent of an organisation, in turn helping to develop the skills of everyone. This talent evolution, when overlaid with a focused L&D programme that identifies the skills required in the future, will help organisations to drive continuous improvement, be future fit, and make the most of the opportunities that change brings.
Leading with Authenticity
Leadership adaptability and leadership judgement are vital tools for executive leaders. Those who have been through recruitment processes will most likely have been put through psychometric profiling to assess their capability in these areas. Knowing the right leadership style to deploy in a given scenario and how to dial up, or down, conscious and unconscious tendencies are the hallmarks of an experienced leader.
However, this needs to be done with authenticity and in keeping with the value set of an individual and organisation. People crave connection, and they want leaders who are empathetic, authentic and have a strong sense of self awareness. In turn, authentic leadership builds trust, follow-ship and loyalty – all things that are critical as organisations face mounting challenges and seek to do new things. Getting this right requires a high degree of cultural awareness, both within the leader and also in their understanding of those around them.
Ritika Wadhwa speaks of Cultural Intelligence (CQ) and its importance in understanding how to have impact as a leader, which only works when one is authentic with themselves first. Leaders need to be aware of the shadow they cast and how this impacts their followers, both good and bad. Understanding this concept increases self-awareness, being more aware of how their behaviour affects others. It is a powerful tool for reflection. Leaders who are mindful of their influence can better align their actions with values and drive a culture of continuous improvement.
The power of empathy
Empathy in leaders has a direct impact on organisational performance. In fact, in the Empathy Index, the most empathetic companies generated 50% more earnings than those ranked least empathetic (https://hbr.org/2015/11/2015-empathy-index). Whilst the public sector is not seeking to generate more earnings, it is evident that it improves organisational performance.
This article has already discussed the importance of amplifying the talent within an organisation, the need to create inclusive and psychologically safe environments, and the impact the authentic leadership can have. However, empathy is at the core of doing all of this – seeing the whole person that one is leading. By seeing the world through the eyes of the individuals in the team or organisation, and appreciating them as a person, as a human being, without judgement allows a leader to better understand their feelings, and then communicate with them in a way that has impact. This creates a more inclusive environment, builds follow-ship and loyalty, and amplifies cognitive diversity – all things that are critical when seeking innovation and continuous improvement in workforces that are already working at full capacity or under intense pressure. With most workforces being multi-generational and increasing in diversity, empathy is critical in executive leaders.
Conclusion
There are, of course, many other things that executive leaders can do to drive continuous improvement in their organisations. Many will have heard of ‘Kaizen’; the concept of marginal gains and how making small changes for the better can have a compound impact. However, if this isn’t supported with the right leadership behaviours and a culture that allows people and talent to thrive, then those small changes that end up making a significant impact will never come into effect or be thought up in the first place.
Tile Hill is a leading UK-based firm specialising in interim management and executive search services for public and not-for-profit organisations. Centred around the belief that people are at the core of everything they do, Tile Hill is dedicated to improving lives, enhancing communities, and fostering a better society through their recruitment efforts. Their team comprises dedicated market specialists and award-winning consultants, all driven by the shared goal of propelling organisations towards their objectives. Tile Hill's approach to their work is characterised by energy, positivity, and an unwavering passion for achieving exceptional results.
One of Tile Hill's core missions is to promote greater representation in leadership roles. To achieve this, they are committed to delivering inclusive recruitment experiences and strengthening Equality, Diversity & Inclusion across all levels of their client organisations. Tile Hill's responsible and mindful recruitment process ensures accessibility for the entire talent market. They are sensitive to social and professional challenges surrounding gender identity, race, disability, neurodiversity, sexual orientation, age, and other factors contributing to society's diversity. Through their transformative talent in leadership, Tile Hill works to create a positive impact on society and drive organisational success.
