Leadership lessons from our daily Coronavirus briefings

It strikes me that the very visible leadership afforded us through daily Coronavirus briefings will leave a lasting legacy about what leadership looks and feels like in the UK. I love the fact that leadership has been visible at this time, daily briefings is something I have never experienced before. I have a few concerns though…

Where have all the women gone? It’s just male government advisors day after day after day. Do women have no place in the current administration? It seems not. If ever there was an opportunity to create some strong female role models, the Coronavirus pandemic was one, but the government has effectively given women an invisibility cloak. So much for the value of diversity.

If you encourage us to behave like adults (which in my view is lovely and refreshing) asking us to use our common sense when it comes to staying alert, why can’t we use our common sense and make own own adult decisions on other things such as who to meet and what shops to open. It’s like you want us to be adults one minute but children the next. Consistency in leadership is so key, stop confusing us!

 

 “When all think alike then no one is thinking.” 

 

I just love that Lippman quote. I am sick and tired of the same old questions being asked by journalists. Do none of them have an original thought? Do none of them have any desire to lead the way by investigating, analysing, delving deeper? It’s all appears so lazy and shallow. Such a desire to only talk about what everyone else is talking about means that other critical stuff is being missed. I believe that all leaders ought to be educated in Group Think principles as avoiding or rejecting different thinking is very dangerous indeed.

The briefings are so monotonous, I can no longer bear to watch. If you (leaders) want to engage with us then you have to work hard to achieve that. Change it about, stop using monotone voices, inject a bit of enthusiasm, show empathy. Less boring, staid, dull as dishwater presentations. We’re not inspired. You’ve put us to sleep.

And finally, cut the waffle and warble. If I ask a straight question can I please get a straight answer? If my answer can be given in 10 words don’t then give it in 100 or even 1000. If our leaders appear inefficient with their time, imprecise or confusing with their answers, or were never taught that loquacity is a vanity rather than great communication technique, what impression are we given? Not a great one.

Whatever your own views on the leadership, it doesn’t matter whether you agree or disagree with my own just as long as you have some of your own, what lessons can you take on board and apply in your own businesses as we all strive to step up our leadership in difficult times.

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