Do I see myself as a leader? Well, yes, I do. And it has nothing to do with holding positions such as Chief Executive.
The question of leadership is an interesting one. People equate being a leader with a title – if you’re Chief Executive, you must be a leader. If you’re the Prime Minister, you must be a leader. If you’re a President, you must be a leader. And actually, nothing could be further from truth. In fact, I would strongly argue that in such positions there is often a dearth of leadership.
Being a leader is to present a vision, to articulate what direction the organisation/country/team whatever it is you are leading is being taken. What the end result will look like. And to present a vision that is compelling enough that people want to follow to help deliver, creating the sense of trust in you that following you is the right thing to do. The old days of Gordon Gekko, of the alpha-male leadership of doing as I say not as I do, are dying thankfully for the simple reason they don’t work. All evidence has suggested that the best leaders have high levels of emotional intelligence which is what inspires people to follow that vision. To trust the leader and to deliver the vision.
I have led projects from writing the tourism legacy of the London 2012 Olympics, inspiring the team into believing that there was a chance we could win the bid and to considering what was possible in terms of the legacy for tourism of the Games. I created the vision for tourism for the East of England and inspired the sub-regional bodies to deliver it with me. I wrote the vision for the economy of a city in Essex and how to market and deliver it, bringing together disparate teams into one homogenous delivery agency. I have done this countless times in roles in the past, always bringing people along with me in the process.
One of the most important aspects of being a leader is to be able to consult with people. To genuinely listen to them and take on board what they have to say, incorporating their views wherever possible. But as a leader, I have also taken the difficult decisions that are sometimes necessary. There are times when, in order to deliver against the vision, there is a need to move people on. It’s never a pleasant thing to do, but it there are times when it is necessary. And it can be done in an empathetic way. There absolutely is room for empathy in leadership, in fact I would say it is an absolute requirement.
I’m not being arrogant when I say I am a natural leader, it’s just a truth. I can’t help but do it, I see what needs to be done and I set about articulating that in such a way as to bring people along with me. I am creative, I am articulate, I can see what the end goal needs to be in order to realise an overarching requirement. It is just something I do, it is innate within me despite the fact I no longer occupy the roles I once did.
Now, it’s about taking leadership of my own life. Setting my vision, bringing others along with me to deliver and keeping my eye on the prize.
Louisa Simpson 