Leadership as Renaissance Exploration

Although the literature on leadership often quotes examples of explorers as good/bad/mediocre leaders it is less apparent that good leaders in lots of different organisations are actually explorers.

Granted very few use teams of Huskies to accomplish great feats of physical fortitude, but most are tasked with mapping the unknown, taking on challenges, seeking solutions all in lands which truly qualify for the appellation "Terra Incognita".

Once on the journey to these unknown lands the modern leader must combine a series of skills which are perhaps best related to the development of thought during the renaissance.

Mintzberg in his book Managing 2010, places the practice of management as the centre of a triangle bounded by Science- the analysis of systematic evidence, Art- creative insight and vision and finally Craft- practical learning and experience.  Leaders will recognise a similar trinity in their roles and if they are students of history the ideals of renaissance Italy will resonate strongly. 

So can it be said that leadership is renaissance exploration? Look to your leaders or co-leaders. Do they show that blend of science, art and craft that typifies the renaissance? Are they leading into new lands for the business?

Not every leader will have the style of Renaissance Exploration, few will have the experience and skill set to deliver such a style, but perhaps the odd one or two will thrive on the challenge of the unknown, demonstrate the trinity of skills balancing Art, Science and Craft and deserve the appelation Renaissance Explorers.

Leadership for Commissioning

There is no shortage of literature on leadership. The number of books and the styles of leadership are legion, the range goes from Kotter to Milan (Be The Pack Leader).
Attending a recent Clinical Commissioning Group meeting I was struck by the almost apologetic attitude of the board members, their reluctance to take their places on the table at the front for questions and answers and their non existent answers to the single question from the floor.
In terms of scoring against any indicator of leadership the performance was poor. Did they have a vision? Well, er, no not really. Did they inspire for the challenges ahead? Erm, ahh, no actually.
The big question is whether this "style" is actually appropriate at this time. Given that the changes in the NHS were not sought by many, except those driving PBC, it could be argued that they are reluctant leaders, thrust into the limelight. However the fact that they stood for appointment denies the excuse of reluctance. Perhaps they are awaiting a mandate and their constituents direction as to how they should work? If servant leader model is their modus operandi then they have failed to touch constituents directly, instead relying on practice contacts.

Perhaps we have not appointed leaders at all, perhaps we have appointed managers?

What would the ideal package or style be for a commissioning leader? Of course there is no answer to this question, they should be a balance of credibility, authenticity and vision. Whilst my colleagues are authentic, the lack of vision hampers credibility. There is certainly a long way to go to develop the leaders for commissioning in my locality.

Trust me I'm a Doctor!

A key part of being a leader is to be trusted by those we lead. many of us think that trust is something which has to be earned, takes time and either happens or not. 

Oddly enough I used to think that until I came across an article in Harvard Business Review which outlines the factors on which trust can be built. Of the ten or so listed there are three which are entirely dependant on the individual who needs to develop trust in someone else. The remaining factors are all able to be influenced by the person who wants to be trusted. 

These factors include obvious features such as consistency of action, perceived risk, having similar goals and ambitions, as well as some less obvious factors. If someone asks you to trust them you need to know they actually care about you, not in a romantic way but in a benevolent way, considering your interests as pat of their value set. 

Our emerging clinical leaders in primary care will need followers who trust them to lead. These leaders need to be able to communicate, be predictable, be capable, care for their colleagues, be transparent in their goals and strategy and build on the common agenda of all clinicians. 

There is obviously a significant trust gap within primary care, small practices, GP providers and self aggrandising leaders will all contribute to the trust gap. However that gap is nothing in comparison to the gap in trust between secondary and primary care.