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Three things Venetia Archer learned about leadership during the pandemic
Words Venetia Archer
When you understand your own leadership style, you can excel at it.
We are constantly watching other people do it. Whether it be world leaders on the international stage or peers on social media - we are surrounded by leaders with differing styles. During the pandemic, good leadership has been critical, and we have seen great successes - Jacinda Arden has been globally feted, and some duds. I’ll leave you to fill the blank there.
Do you like to lead from the front, as a visionary (think Winston Churchill) ? Or are you softer? Do you prefer to lead by example, and support others in ensuring they excel to their full potential - leading from behind? My personal learning is to lead from behind. Granting team members the platform to grow and evolve to become even greater at what they do. Taking the time to understand this has helped me cultivate that style, and be more intentional about it.
Leadership style can be adaptable according to circumstance - both external and internal
While we may have our own leadership style (and it is critical to have that self reflection in order to better it) leading appropriately also depends on circumstance. During the pandemic, most business leaders had to change tact quickly, and lead with strength from the front - inspire hard, make tough and quick decisions, and sometimes act unilaterally - “wartime CEO” style. Understanding these shifting dynamics quickly (the pandemic was a pretty obvious one) and adapting almost instantly, means the ship moves faster - essential in times of crisis.
While the pandemic was clearly an external factor, there is a self awareness factor at play here too. While we like to think we can lead at 100% at all times, leaders are human. Sometimes we cannot. Life can get in the way - we become demotivated, tired, or experience personal challenge. In my case… a pregnancy, and not an easy one. With acute energy drain and illness, I realised that I could not physically be the all-inspiring leader at all times, and had to use the remaining energy I had to make instant, make or break decisions. What this taught me was the importance of cultivating and harnessing a support base through my team. At times, I was relying on them to keep the show on the road. So, three:
Build an excellent team, be honest with each other, and lean on them when you need to.
No successful leader is doing anything great on their own, and one of the most important jobs we will ever do is hire those around us. The point that I want to make here is that this helps not just to build an exceptional business through talent, but also to grant space to the leadership to slow down when they need to. With a strong team, the ball - the business - will always remain in the air.
This is the essence of team building. We must deepen the associated level of trust essential to create great things. At times, I had to take a step back, and explain that I was operating at a 50% capacity (maybe 0% sometimes…!). I needed people around me that I trusted to drive the business forward, while I had to accept momentary defeat. Now (with a new little mascot, baby Penelope, in tow), I have had the space to rebuild on a personal level, and come back as an even better leader.
For this I thank my amazing team - for I would not be where I am without them.