While the burden of leadership means you’re first in the firing line, the criticism should be prompting management, in the NHS and the wider public sector, to make itself as indispensable and visible as possible given the current threats. Yesterday’s white paper set out radical measures to overhaul the health service phasing out of strategic health authorities (SHAs) and primary care trusts (PCTs) and inevitably leading to job losses for NHS managers and administrators. Or will it? Many realise the GP Commissioners will need to build capability to carry out this work. Perhaps NHS Managers will shift from SHAs and PCTs to GP Commissioning services.
Public-sector organisations will rise or fall on the quality of their leadership over the next few years. However, the leadership characteristics needed at times of crisis are not necessarily those that prevail strongly in today’s public-sector leaders. The consensus and collaborative approach many leaders have adopted throughout their careers may need to make way for a consultative and visionary leader, a single of voice of authority to instil confidence and steer organisations through transformational change.
Perhaps there are lessons to be learned from the difficult few years the private sector has suffered? The Management Research Group’s ‘Leading in Challenging and Uncertain Times’ research analysed the characteristics of 8,000 leaders across 1000 private-sector organisations to identify the traits most commonly seen in those that have led organisations successfully over the past two years. Three core competencies seem to emerge: to be connected with people; to be credible and instil confidence; and to be intellectually sharp.
Demonstrating empathy with colleagues, listening and communicating well will inspire and motivate staff to perform when times are tough. Credibility comes when people believe their leaders to be authentic (something public sector leaders should be quite good at) and making effective strategic decisions will inspire confidence. New situations are bound to arise in these unparalleled times; quick learning and thinking will need an intellectually sharp mind. A key behaviour difference for leaders in uncertain times (opposed to ordinary times) is innovation. Innovation is an interesting addition; there appears to be real value in leaders who have creative thought and new approaches. Public-sector managers who approach the challenges laterally will find that the more they join up the dots, the clearer the bigger picture becomes and the easier tough decisions will be.
Finally, a warning: the public sector needs good, competent managers and if these people don’t feel valued they will leave. It is staring to happen already. The bashing managers and civil servants have had from Government and in the media has already had an effect, with good talent walking away at the very time public departments need them the most. Going back to our NHS research of HR directors and managers, there was a worrying widening gap between clinical and non-clinical management: 58% agreed that staff see a significant divide between senior management with a clinical background and those with a management background, demonstrating that roles perceived as less useful are being identified by staff as at risk. Undermining management is dangerous ground. Without good management in place the public sector will be unable to make effective transformational change – and that would be bad news for all of us.
Andy Lowe is practice leader, Right Management
