Quite resigned? Two views on taking responsibility for corporate failure
1 Martin Tiplady, managing director at Chameleon People Services and former HR director at the Metropolitan Police
I worry how much we are now persuaded that public floggings and the departure of big leaders deal with the issue. We all rush to read about the likes of Sharon Shoesmith, Rebekah Brooks and my former colleagues at the Met. Those acting in judgment convince themselves their successors will sort everything out - until next time.
Sometimes a leader has to fall because of incompetence or a major circumstance. But I know enough about The Met's Sir Paul Stephenson and assistant commissioner John Yates that they were at the top of their profession and did little to deserve their fall from grace. They were caught in a storm of events that convinced others the only solution was for them to go.
Many fine leaders are no longer leaders because of a desire to find the fall guy. We need to be careful to review the problem rather than jump to the wrong answer, or more leaders will find themselves at the Jobcentre. And the real problem will go by unchecked...
2 Guy Pink, HR director at Addaction
Whether Sir Paul Stephenson's departure was right is debatable, but other resignations appear to be deserved and arguably should have come sooner.
We need greater leadership skills, political nous and finely tuned emotional intelligence. Leaders are human and that means learning from mistakes.
One key skill is to know when you have erred and to put this right. How can a leader do this once they have resigned?
What does it say to staff about their leaders' actions and the impact this has on future stability? Perceived stability is provided with interim appointments, but in the longer term, has far greater damage been done to their organistions, without clear direction and leadership being provided?
We need leaders to lead in times of crisis - to take the difficult decisions, but also to do the right thing. Knowing when to fall on their sword is a hallmark of a good leader, but they need to make sure this is done as a last (and not a first) resort.
