{"id":62,"date":"2020-06-05T16:55:54","date_gmt":"2020-06-05T16:55:54","guid":{"rendered":"https:\/\/blogs.bmj.com\/bmjleader\/?p=62"},"modified":"2020-06-10T12:11:55","modified_gmt":"2020-06-10T12:11:55","slug":"adapting-leadership-and-staying-empowered-the-three-critical-ts-by-nicci-statham","status":"publish","type":"post","link":"https:\/\/blogs.bmj.com\/bmjleader\/2020\/06\/05\/adapting-leadership-and-staying-empowered-the-three-critical-ts-by-nicci-statham\/","title":{"rendered":"Adapting Leadership and Staying Empowered \u2013 the Three Critical T\u2019s by Nicci Statham"},"content":{"rendered":"

So here we are just past the first peak of a virus outbreak. A BIG shock for our NHS leaders and the world. Part of me wonders if this is a big wake up call to the reality that things can change at any time, in any way. We really aren\u2019t in control of anything, we never were.<\/p>\n

Right now leaders, especially in the NHS and care systems, are being called to radically adapt their leadership style. This will likely be a big challenge for some and relished by others. And of course, the challenge of facing tough decisions, in a context of anxiety, creates a very emotionally charged environment for leaders and those they are serving. What can be required in these emergency contexts from one\u2019s leadership style is the ability to be direct and \u2018get things done\u2019. And quite often this style is perfect for such a context that needs a quick, strong, clear direction.<\/p>\n

But how do you keep heartfelt compassion for yourself and others – and stay focused on empowering high performance in all that\u2019s happening?<\/p>\n

It\u2019s vital in this context to look after yourself, to \u2018put your own oxygen mask on first\u2019, which of course takes incredible discipline and boundaries. If this doesn\u2019t happen, there a danger of burnout, plus an attitude of resignation and resentment. You may essentially operate out of fear and discomfort.<\/p>\n

It\u2019s crucial that \u2018responding at pace\u2019 doesn\u2019t become \u2018reacting at pace\u2019, particularly reacting out of fear, anxiety and resentment.\u00a0 When we\u2019re operating from a fear-based mindset (often unconsciously), there is no room for compassion. The modus operandi is rigidity, reactivity, low energy, and limited patience. It\u2019s impossible for compassion and kindness to thrive in this emotional state. So how can we make compassion deliberate in times of crisis?<\/p>\n

It is a massively tough call to consciously and deliberately maintain openness, trust and courage. However, leaders and their teams will learn to scale up at pace their capability, capacity and ability to handle whatever comes up. This is where high performance can powerfully emerge \u2013 teams realise the importance of honesty and openness in the most challenging of contexts. Teams recognise that relationships are vital and make time to clear up clashes and misunderstandings so they can get back in the game quickly \u2013 and together.<\/p>\n

FEAR is really at the essence of this challenge. The basic reality of the human condition wants to negate fears with autopilot behaviours and protect oneself (the ego). The tragedy is that this mindset closes down openness, trust and courage and thus opportunities for creating and maintaining a compassionate, caring outlook.<\/p>\n

Perhaps we could consider these fears as an illusion – especially when we project our fears of the future as if they are real.\u00a0 Fear can become a lens through which we choose to see the world \u2013 and then act accordingly, reacting and behaving as if it\u2019s true.<\/p>\n

I realise the uncertainty of what\u2019s happening now could challenge this illusion to its limits.\u00a0 However, the more conscious<\/em> leaders can be of their own fears and beliefs \u2013 the more likely they will be able to step outside of this. This awareness in itself is a golden nugget. It gives us the ability to consciously choose something different. If our leaders can do this right now, even some of the time, they could change what unfolds.<\/p>\n

The great thing is that in our conscious awareness of our feelings, we become aligned with the context \u2013 ever changing \u2013 faster and with more resilience. And we will always get feedback, in one form or another, as to what\u2019s working and what isn\u2019t.\u00a0 BECAUSE we are awake and hopefully open to what comes.<\/p>\n

One of things I have learnt this year about my own leadership is that not I, nor anyone else, know the future.\u00a0 I can hope, dream, aspire, worry, predict \u2013 give it my all – however I have no idea what will transpire. There will always be an element of going for something \u2013 being willing to risk (even with robust evidence) and never knowing the outcome.<\/p>\n

None of us ever really knows what the future holds. This is the reality everyday with or without a pandemic.<\/p>\n

There\u2019s a big difference between hoping and expecting. The former is open to possibility, the later a heavy and limiting demand on the outcome.<\/p>\n

Here\u2019s my three T\u2019s then, the qualities I\u2019ve learnt and I\u2019m recommending for leaders to embrace in light of all that is happening:<\/p>\n