Learning to be an inspiring leader

I write this fresh from my return from Leadership Conference where all my fellow UK Ambassadors, British Ministers and heads of government departments gathered in London. I confess to a momentary lapse of concentration as we were being exhorted by our leaders to reach greater heights for Britain when I recalled that our venue, Central Hall Westminster, was where the first meeting of the United Nations General Assembly happened in 1946. I imagined the voices of world leaders bouncing off the high dome as they addressed Post War challenges.

We can all recognise great leaders of the past. You will have your own example of inspirational leaders.  In our case, Winston Churchill epitomised leadership when the world needed courage and inspiration. Circumstances can call on each and every one of us to take charge and make things happen. People learn to be leaders rather than being born into it. A British Royal once said to me on a long car journey, even a king has a lifetime of training before assuming the throne. He added, until you are in the top job you won’t fully know what to do and each day is an education. Margaret Thatcher, our first woman Prime Minister, returned from Buckingham Palace on her first day and turned to her chief civil servant and asked, “What should I do next?” Perhaps you should appoint a Cabinet came the calm reply. Tony Blair after a few weeks in office realised that just issuing orders did not always result in outcomes. “Where are the levers of power” he asked, perhaps with a tinge of frustration.  Clearly, holding the title of being the chief does not guarantee uncritical and obedient followers.

Then there are conclaves of leaders where people, who are used to getting their own way, have to work together to succeed. This may be a gathering of family members, business managers, government ministers, cardinals or community activists. All of these are opportunities for dysfunctional battles or triumphs. Take the example of Britain’s response to Typhoon Yolanda. From London, the Prime Minister and senior Cabinet members took charge. Here in the Philippines, British commanders of ships, planes and aid convoys worked as part of our Mission of which I am the symbol of leadership. The potential of too many leaders going in different directions was very real. We succeeded because we had clarity of purpose – fast and effective help for the victims – and trust in each other’s ability, intent and action.

In my early years, when I wanted to skip a few steps up the career ladder, I was asked by an interviewer what is more important, responsibility or accountability. I failed to answer the question well trying to hedge my bets. It is clear to me today that a leader may not be responsible for success or failure but cannot escape accountability. I remind my team that they are responsible for what is done on my behalf. Often, I lead from the back than from the front, as an enabler. But I am always accountable. The boss need not be a master of detail or be capable of doing all the work himself. Having able empowered people around is not a sign of weakness. Being open to challenge and criticism is wisdom. Learning from failure is a better insurance policy for the future than shifting blame.

Unlike past conventions of British Ambassadors, this year, a day was dedicated to learning. The session on leadership was called Inspiring Change. Research shows that change programmes rarely fail due to lack of funds, planning, or unexpected events. Failure was associated with unproductive leadership behaviour which led to negative team attitude. Great change leaders have a few things in common. They have a compelling vision. Each has a clear purpose behind what they are doing and why they are doing it. They act with authenticity. Their energetic yet calm leadership style is future focused, positive and opinionated. I am still learning.

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(Asif Ahmad is the British Ambassador.)

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