The artistry of leadership

There is an artistry to effective leadership.

Expression changes everything.

This post by Garr Reynolds speaks more eloquently than I do.

When the shit hits the fan.

In the European Grand Prix at Valencia this Sunday the Maclaren Mercedes of Lewis Hamilton came into the 2nd pit stop with a 4sec advantage over the second place car of Reuben Barrichello.

Working as a slickly oiled machine the car went up on the jacks, the wheels came off, the fuel pump went in and…then they realised there were no wheels to go back ON the car. After what must have seemed like an eternity the spare set of boots came out of the garage and were fitted. Presumably behind that protective gear there were a few red faces. Following his pit stop Barrichello won the race by 2.3 secs.

Looking at the result we can see Barrichello’s pit times were 8 sec shorter than Hamilton and when Hamilton entered the pits he was 4 secs ahead of Barrichello. Interesting maths.

Interviewed immediately after the race the team principal Martin Whitmarsh when asked specifically about the incident said, “It didn’t affect the outcome of the race…we lost the race because we weren’t quick enough (on the track).”

Interviewed immediately after the race, driver Lewis Hamilton refused to allocate blame to the pit crew and said, “We win and lose together… these things happen.”

When the stuff hits the fan most adults fully recognise their error. It is not always necessary to specifically or openly point it out; those with insight hopefully learn. Sometimes leaders attempt to protect the reputation and “feelings” of a team by publicly sidestepping or even denying problems. Other leaders openly accept the problem, avoid blamestorming, and unite the team in moving forward despite the problem.

Was there really a problem? Did it really affect the result? How is the reputation of the team affected by each approach? Which leader would you prefer to lead your team?

Docendo discimus – we learn by teaching.

Some positivity today.

I am privileged to work alongside some very talented people including anaesthetists, surgeons, physicians, nurses, radiologists, administrators, and technicians. I believe one of the most important things these people do is not the individual roles that they perform but the passing on of that expertise to allow others to do the same.

There are few out and out geniuses, whose talent and production is so special that it must be considered a gift of some higher power and cannot be taught. The rest of us have been nurtured, admittedly from variable starting points, but we must all accept that few of us are where we are today without the supervision and support of someone who has gone before.

I was prompted by an email to remember one of my teachers and as I teach and encourage myself I see the truth of what Seneca the Younger said, “Docendo discimus (we learn by teaching)”. The value is immense; it shares and develops many but the reflexive nature develops the teacher too.

This I think is an essential of many jobs but none more so than in leadership.

Confirming evidence trap- i KNEW it!

It’s obvious really isn’t it? You can clearly see that the defender (in blue) has made contact with the ball and therefore, whether in or out of the box, it is a fair tackle.

It’s obvious really isn’t it? You can clearly see that the attacker (in red) has clearly been scythed down  inside the box and it must be therefore be a penalty.

It’s obvious really isn’t it?  Cristiano Ronaldo (in red) will go down like a sack of potatoes at the slightest gust of breeze. The man is a born cheat. That’s a fair tackle.

It’s obvious really isn’t it? Just because Cristiano Ronaldo has a reputation (justified or otherwise) for “going down” in the penalty box no-one ever believes that a tackle on him is unfair. That’s a penalty.

We seek data from the information presented to us, but, as in the ladder of inference, we must also be aware that subconsciously we seek out information that will confirm our beliefs and understandings about the world and at the same time ignore those that confound such views. This is the “confirming evidence” trap.

The reason for bringing this up here is that I am hoping to identify issues that may confound  the true view of information I gather for my thesis and also to highlight the risk of such behaviour in leadership and management.

It is essential that as information is gathered that evidence is sought from both sides of the debate and that equal rigour is applied in determining its veracity. One must accept that personally held views colour interpretation and be honest in our assessments potentially even seeking confirmation from alternate sources.

This does not necessarily mean our views are wrong, merely that we should seek evidence from all sides of the debate before making decisions.

Who would be a referee eh?

Blamestorming

The House of Commons Select Committee is currently tearing strips off the Four Horsemen of the (Financial) Apocalypse : Stevenson, Hornby, Goodwin and McKillop.

In the harsh spotlight of retrospect, pointed questioning and publicity the four are apparently being held to account for what appears to be most of the current and future economic ills of the country, as well as probably Albion Rovers poor away form and possibly even the poor uptake of MMR vaccinations.

The Times has a useful hate short list of “ The 10 people most responsible for the recession,” which includes our own Prime Minister as well as the previously mentioned Fred “the shred” Goodwin  additionally dubbed “The world’s worst banker”. Quite an epiphet for the man who was in charge of RBS in 2006 when Royal Bank of Scotland were (allegedly) amongst the top ten banks in the world.

Of course there is also the “if I’m going down I’m taking you with me” of  Mr Hornby and his opinion of Sir James Crosby at the Financial Services Authority, his predecessor at HBOS.

Now I know nothing about banking but what strikes me is that only two years ago all of these people were considered amongst the most talented in their field by people in their field. How times have changed. Or is it just they are the focus of the blamestorm?

In a previous post I tried to quantify just what managers bring to a football team. Tony Adams who took over at Portsmouth has slumped to an inseiffolliet score (I.S) of 0.13 and understandably moved on to spend more time with the family. What is less understandable is the situation at Chelsea where Luiz Felipe Scolari has just been sacked. The man who took Brazil to World Cup victory in 2002 then Portgual to European Cup Runners Up in 2004 and semi finalists in the World Cup two years later has become the focus of blame for Chelsea’s failure in the current season. Scolari has a reasonable IS of 0.6 but that clearly wasn’t good enough.

I wonder at the value in banking, football, management and even in life, of allocating all the blame on single individuals for things turning out other than the way we’d like it. The attribution of blame doesn’t change things, in itself it doesn’t punish nor reverse the perceived error and importantly it doesn’t in any way help in the redress of the problem. Culturally it appears that what is required is a Biblical type scapegoat upon whom the sins can be laid and then sent out into the wilderness.

Sure we’d all like things to be different but is blaming someone, however complicit, really the way forward?

Let’s run this up the flagpole and see if anyone salutes it? (Management speak)

Some random thoughts.

The vast majority of managers in the NHS have no management training whatsoever. Most are promoted from other disciplines which themselves do not include any formal management training or assessment.

The few managers that do have formal training will either have a Business Administration qualification or perhaps a very small number with a Medical Management qualification. The evidence that the theories taught on such courses are worthwhile or effective is difficult to come by.

Medicine is not a business. It is not run for profit nor can generate income or customers in the same way.

There is poor interaction between clinicians and management.

Clinicians have concerns about the level of management skills in the NHS, probably now being mirrored in senior management and the plethora of “leadership” initiatives.

Makes you think, doesn’t it?

The Wisdom of Pooh (or, Seth Godin is OFF my Christmas list!)

Finding myself turning into a Seth Godin fanboy I have had two recent disappointments. Firstly, the man himself is coming to London to give a seminar. That’s not the disappointment. The disappointment is the price of £115! Heck I’m going to see Bob Dylan (major hero of mine)  and the tickets are half the price. I have a spare one so if you’re interested, drop me a line!

The second disappointment is that Seth dissed Winnie the Pooh! (another hero of mine) and I thought it was time that the Bear of Little Brain got a bit of decent pr on a leadership blog.

In “The House at Pooh Corner,” there is a chapter “In Which Tigger Is Unbounced“. I won’t spoil the story for you but essentially Pooh, Piglet and Rabbit are lost in the mist in the middle of the Forest. Rabbit leads the way, as he does, but despite walking a long way the friends remain resolutely lost.

They were having a rest in a small sand-pit on the top of the Forest. Pooh was getting rather tired of that sand-pit, and suspected it of following them about, because whichever direction they started in, they always ended up at it, and each time, as it came through the mist at them, Rabbit said triumphantly, “Now I know where we are !” and Pooh said sadly, “So do I,” and Piglet said nothing.

Pooh then makes the radical suggestion that if they were to head off and try, once again, to find this same sand-pit, then surely they wouldn’t find it, instead they would find something better “and that would be a Good Thing.”

Predictably, Rabbit scorns the idea and heads off to prove its error. Pooh and Piglet instead accepting that they don’t quite know where they are going but listening for the twelve pots of honey calling out to Pooh from home, set off and are soon having tea with Christopher Robin. Needless to say Rabbit remains resolutely lost until Tigger finds him.

My work situation hasn’t been the best for quite a while now and as a group we have been going round and round in circles still finding the same sand-pit. Eventually, I decided that things were going to be different. I don’t know the right answer or the right direction but I did decided to take the initiative and do things differently.

A lot of people recognise that their course appears more circuitous than direct. Leadership is not necessarily about knowing the end destination and plotting a detailed and true course but simply deciding to take the initiative and do things differently. After all, whether the rewards are honey pots or something of lesser value, they are probably more rewarding than that sand-pit.

Lessons on leadership from Maisy (3)

Surgical training is an interesting topic and not an oxymoron. Certainly it is not perhaps as modern and as liberal in terms of educational technique as some disciplines within medicine. That said it is neither the “Sir Lamcelot Spratt” school of bollocking and humiliation that it used to be nor perhaps as it is perceived as by outsiders.

I wouldn’t want anyone to think I am any sort of leadership guru, or even necessarily a success. It has always struck me how sportsmen for instance, at the pinnacle of their powers can be advised and coached by someone who probably has never achieved that level of achievement. I merely blog on on the basis of observation and for discussion.

Importantly, as I write once again on dog training I probably need to emphasise that I don’t view my colleagues as furry animals nor have Maisy and I completed our journey of training.

I mentioned in the last post the value in giving a degree of freedom in behaviour. Maisy and I have now reached the stage of being able to go for walks without her wearing a lead. She understands the command “heel” and trots along happily by my left side. Every now and again she looks up. James, the trainer, encourages us to encourage the dog often when they do this with just a simple word or two.

As surgical trainees most of us have experienced the extreme opposite of this approach. Once I even had the temerity to question the lack of encouragement and was advised, “We expect excellent. If you fail to deliver that, we will tell you. Otherwise just carry on. It’s implied.”  I beg to differ.

I’m sure this is the case for so many of us in our jobs. Whilst the encouragement may be implied by the lack of criticism I don’t think the two are synonymous. I’ve found that a small word or two of encouragement is justified, is encouraging and is valued. I would value more encouragement personally.

Lessons on Leadership from Maisy-

3. a little, regular, appropriate encouragement is very valuable

Lessons on leadership from Maisy (2)

In a recent post I talked about lessons on leadership I am learning through my dog, Maisy.

James, the trainer at Gun Dog classes, emphasises the importance of letting the dog have the opportunity to do the right thing, as well as the wrong. That way, you can give encouragement when they do the correct thing and sharp discipline when they don’t. I think that works for your team too better than keeping them on a tight choke leash.

(are you allowed to put a choke leash on colleagues??)

So often in disciplining, “re-directing” or “critiquing” colleagues there is the risk of dwelling on disappointment, anger or other unhelpful emotions after the event. With Maisy I have found she fully understands the error of her ways straight away and what works best for me and for her is moving on straight away and re-establishing our good relationship. Most of my colleagues are better learners than Maisy.

Lessons on leadership from Maisy-

2. discipline and move on immediately

Lessons on leadership from Maisy (1)

Just back from a great walk with our dog Maisy. She got me thinking about leadership as we wandered through the fields.

We initially took her to Kennel Club puppy training which I have to say simply didn’t work. For either the dog or for us. Labrador retrievers are known for various characteristics. They are loyal, intelligent, faithful and will do most anything for food. At the end of about 10 weeks at KC training she had figured out exactly what was required of her, that she could do it if she wanted to and that, now being pleasantly fat, she really didn’t need to bother any more.

After two particularly bad experiences with open fields, roads and running away we decided to take chubby puppy to Gun Dog class. 20 minutes into our first lesson she was a totally different dog. Why? Because her owners were now leaders rather than simply offering treats.

I’m not saying things are perfect now but the difference is total. Most importantly, the dog and her owners are much happier. Maisy has also lost all that extra weight too. Rather than just playmates who provided food and entertainment, she now regards us as her pack leader, she looks for approval in what she does and takes guidance on behaviour. It hasn’t stopped her being tons of fun or having independence but has established who is who in the pack and that the adult is the leader.

Now I’m, not espousing dog training methods in place of leadership but I think there are various lessons that I am learning from training my dog. I think there may be more than one post.

Lessons on leadership from Maisy-

1. Leadership is sometimes done from behind.

As we were out in the fields today Maisy would bound on ahead but never more than about 20m. Then she would stop, turn around and look directly at me for instruction. Did I want her to come back, was she to stop and stay or was it okay to carry on as I was carrying on.

Sometimes I think good leaders should let those that work with them go on ahead, take their independence a little further and develop themselves. Too often we see leaders as the pathfinder, the pack leader the sole determiner of action and purpose.

Maisy was ahead of me all the way today but I was the one ultimately deciding where we were going but she had a great time exploring.

Not all leading is done from the front.