Transformational leadership - there’s no room for ego
I recently spent a couple of inspiring days with two different CEO peer groups, which gave me and them the opportunity to reflect on the learnings and experiences from the last year.
It was clear to me that without exception, these leaders have taken the opportunity to galvanise energy and harness insights to get them through the most difficult period we’ve ever encountered.
Their YOY performance has yielded some absolutely stunning results. Cross sector, excluding my clients who are in hospitality where that industry has been largely closed, we’ve seen year on year (YOY) performance for Quarter 1 (Q1) 2021 ranging from +65% to +100%.
When you also factor in that Q1 of last year (2020) wasn’t really impacted by lockdown, to be that far ahead tells me a lot about the power of transformational leadership style.
The last 12 months has prompted these leaders to think differently, ask bigger questions, be bolder and emerge fitter, leaner, faster, more agile and more effective. This isn’t in spite of the pandemic, it’s because of it. They’ve taken the opportunity to re-invent ways of working and the way they’ve done this really sets them apart.
During these sessions, we discussed the impact of macro trends on different industries, specifically the risks and opportunities that the trends presented for each business. Before then moving on to reflect on what enabled these businesses to be so successful.
One of my clients, Somayeh Aghnia, CEO of Geeks Ltd, was kind enough to tell me how her work with me and her CEO group has provided her with immeasurable support:
“My peer group is an invaluable source of inspiration, challenge and support. It’s where I come to work on my business with people who share similar ambitions and challenges. Kate completely pivoted the way she supported us through the lockdown creating smaller and more frequent chances of learning, reflection and support including access to different experts. We had regular sessions on the economy and outlook, strategic marketing, leadership through a crisis, building culture and people and personal leadership and self care. Our discussions and input from key experts gave us the facts versus the inaccuracies reported in the media, balancing risk and growth, planning our way through and out of this crisis. Our discussions around survival initially and then into options of growth against the backdrop of uncertainty and volatility was so crucial and valuable.”
So what does being a transformational leader really look like?
All of my clients who have achieved incredible results share five common traits that I’ve outlined below:
1. Being able to step back and see the bigger picture
As humans, our tendency during a crisis is to focus on the details. Initially after the first lockdown began, I worked with my clients on their crisis management and encouraged them to think about the critical decisions that needed to be made immediately. This was all about how, in the first month, they were going to survive not knowing how long this pandemic would go on for.
It’s important to hold the big picture and the near term next to each other and looking at the implication of different paths. Explore different scenarios all the way through - from turnover through to the bottom line through to the impact on people and overhead elements and other spend coming into the business, the whole P&L - but setting that against the growth picture and exploring different options.
When you’re a leader, everyone still looks to you to lead, even during a global health crisis. My role was to provide calmness, extra strength and support in addition to bringing them together and encouraging the sharing of their experiences.
2. Being agile to handle the dynamics of a crisis
I’ve encouraged my clients to take that step back and have the conversation about where all the decision points are that need to be reflected on and how to navigate that. Big decisions, small decisions and the sequence of decision making. What are the implications of each decision?
Not knowing where this is going, how long it would last, what the ultimate impact would be - do all of these decisions need to be made right now?
A significant part of my role over the past 12 months has been to give my clients the confidence to say “I’m going to park that for now, it’s not a priority”.
3. Linking and sharing your experiences with your peers
Every week, we have a weekly call where the leaders in my CEO peer groups can, on an emotional level, share how they feel. Together, as a group, we then work through what that means because it’s helpful to know it’s not just you - there are others being brave in the same sort of way.
Over the last 12 months, we’ve spoken a lot about industries that have had to shut up shop and go into hibernation. Most businesses in my CEO group haven’t, but sometimes being the outlier makes you question yourself. The group provided a supportive space to answer the critical question of the moment – Is it right that I am being so positive in driving forwards when many of my competitors are hibernating?
4. Demonstrating your authenticity and vulnerability
All of the CEOs and leaders I work with have been open and honest and ready to share their worries and fears in a safe space. That’s been something totally consistent across my CEO peer groups.
They’ve worked to keep the DNA of their businesses alive throughout the pandemic by being clear about what they stand for and clear about who they are. They’ve managed to put ego aside and ask lots of questions, ask for help and they’ve also listened intently to the answers.
This approach inspires people around you and has a positive effect on team members at all levels. By demonstrating your own authenticity and vulnerability you provide the rest of your organisation with a powerful role model, totally embodying the concept of transformational leadership.
5. Understanding the value of collaboration
Businesses that have done well and continued to thrive during the pandemic have been open and willing to collaborate.
Under normal circumstances, most CEOs and leaders would pride themselves on their knowledge, capability and experience, never wanting to show they’re out of their depth. But in a COVID world, everyone is out of their depth so you have to put your ego to one side! There is no recipe for how to thrive during a global pandemic because it hasn’t happened before.
For the long term good of your business, you need to challenge the status quo and consider the value of collaboration with others.
Discover what if…
...you had a truly ‘ambidextrous’ business by being able to balance the big picture with the here and now and easily flip between the two?
...your business was able to flex, make quick decisions and be fleet of foot?
...you had the external, independent support to help you to recognise the strengths and positives in what you’re doing?
...you were able to provide transparent, clear and frequent communication with your staff that’s clear about where you are, what’s next, what you’re focused on and what you need from your team?
...you’re more open to collaboration and ready to display empathy, compassion and make sure those around you are doing ok?
Meet Kate Fletcher
I have 25 years’ experience transforming businesses, including as Commercial Director on the Board of a FTSE250 company. I’ve worked closely with over 150 Chairmen & women, CEO’s and senior executives.
I work with CEO’s, Boards, Leaders & their organisations. I work with clients 1-2-1 & as a group.
Working with me provides a different perspective & the benefit of a collective wisdom from others in the same boat.
Beyond work I’ve inspired & led winning teams, having sailed around the world & played national hockey. As a mum to two children, I also understand the reality of balancing family & career.
You can stay connected with me via LinkedIn or email me to arrange an exploratory conversation.
