Three Themes explored…
by Susan Ralphs & Paul Davies
Our third and final CEO Gathering took place via Zoom on 21 July. About 30 leaders participated, some who had been to previous CEO Gatherings, some who were new; a mixture from statutory, private and charitable sectors.
We drew on themes and conversations that took place in the first two gatherings, and developed them further in engaged and imaginative ways. We invited three leaders to set down their thoughts and feelings in intentionally provocative polemics and short films, inviting people into the conversation. The themes were:
1. “9 to 5 is dead”
2. What has great governance looked like through the pandemic and what are we leaning about the kinds of behaviours that have had most impact?
3. “Why does it feel that as a CEO I have never known so little? Paradoxes and dilemmas are rolling in faster than I can catch them.”
We also held an open session to simply support participants to start from where they were.
As in all our discussions, COVID remained central to participants concerns and responses. Additionally, the imminence of Brexit was more evident and resonant for some.
”We are now not just dealing with COVID, but next a hard Brexit, recession, and then in the longer-term, climate and ecological emergency. The impact on people, organisations and communities will be vast.”
So, within this context, and in recognition of the scale of what has happened there was much discussion about change, and what is needed in the future, summed up by one participant with ”We need to change to survive.”
The discussion became deeper when talking about power in organisations and how it is held. There was a continued thread of conversation about a more developed power base in organisations, stimulated by more virtual working. Also, at a governance level, discussion included whether the critical relationship between CEO and chair (and more widely between execs and non-execs), can be maintained remotely, or will those power dynamics change too? Questions included “How can a more collaborative and proportionate approach to governance be further sustained and nurtured?”
Patterns of work will change “… I will never go to London again for an hour meeting” will be the response to the reactionary mantra “See you back in London soon!”
At a governance level there has already been a shift from governance being about control and planning, to governance being about effective proportionate systems in a changed context. How can this be further developed?
Many saw this as the opportunity for those/us in power to consolidate changes and to structure the running of the business in more ethical and values-based ways. One participant asked ”How can you move young industries with younger work forces, to more fully embrace an ethical approach to business and development?”
So, we discussed what change might happen within organisations, but questions were also raised about changes at a much more macro level, particularly focusing on a ‘just’ change in society, which included everyone. There was a call for ‘societal revolution with listening and learning from lived experience to help us develop approaches which give greater agency and leave fewer people behind … based on the energy and devolved power generated by COVID.’
And, numerous paradoxes and dilemmas continued to emerge that challenge all and perhaps further urge a more collaborative and ethical approach, with not just leaders seen as holders of all the answers.
The issues of mental health emerged in several groups. Although flexible working was popular and there were anecdotal reports of low sickness levels, what was starting to emerge was a real recognition that good mental health of the workforce is not something to be taken for granted in this changing context. So, what are we learning now that help us promote and deliver good mental health when remote working?
For some, working from home meant the joy of fewer interruptions, for others the challenge of remaining focused and motivated. For many (as the evidence of home working is still emerging), some early indications were – the dangers of silos around those who want to continue working from home, and others who want more human contact. But many also recognised that the likelihood was a blended version of both home and office working. The opportunities for experimentation and shared learning abound in this area.
We heard a refrain of how do we encourage staff to ‘tolerate uncertainty,’ in the context where staff expect their leaders to have the answers. What was valued was Leaders who could take a deep breath, acknowledge that they do not know and in sharing their vulnerability, encourage a ‘we’ approach, rather than an ‘I’ approach.
So, with all this change, paradox and societal revolution, what does a leader do? Some useful thoughts and ideas emerged because, as one person put it “even though we are in the middle of a pandemic, doing nothing is not a strategy.”
So, what can a leader choose to do? The suggested list from the discussion is below:
· Hold your nerve - slow down and take breath in the liminal space
· Be open to challenge your own and societal pre-conceptions of leadership, and with it the desire to rush to solutions – take time
· Create opportunities and space to learn from and through this unique time - as in our previous gatherings, there were discussions of - harvesting the learning and identifying and reflecting on themes to inform future ways of working
· Keep mission focused- let go of extras. Keep to a common set of values as a cornerstone
· Find ways to recognise and integrate the positive disruption that enforced change can create
Recognise your own vulnerability and need for peer support. This can come from your own leadership team but also by connecting with other leaders from different sectors. In that space you will learn that ‘these are not just my dilemmas,’ but we are all experiencing something similar and you will not feel so alone.
Thought provoking discussions, new possibilities emerging around responsibilities for business and organisations, along with societal and planetary good. Openness, vulnerability and a willingness to share learning. Inspiring stuff.
And, what next? We would be delighted to hear more from participants on what may help their continued sharing, learning and possible ways to keep this dialogue alive. Please email us you’re your thoughts and suggestions