Research report conclusions
The move from local or regional to national leadership is a huge
leadership leap. Everything suddenly becomes magnified - the risk
and the rewards. As the senior leaders in the report who have made
this leap indicate, this can make the transition a stressful and
exciting experience, as a leader has a chance to influence and
produce change on a national scale.
The experiences of the leaders who have made the shift centre on
being true to themselves and engaging effectively with others.
Dealing with a complex new web of stakeholders and bigger and
dispersed teams means that a leader needs to challenge their own
assumptions, seek out different perspectives and look for new ideas
from unexpected people and places. It seems the best compass to
navigate by is also your integrity - that which made you an
authentic leader initially.
A shrewd observation was made that the more senior you are the
less likely people will tell you the truth, a vital caveat for any
national leader. Scanning the landscape and really listening to
what is happening around you helps map out the operating context. A
raft of confusing acronyms seem unavoidable in most roles, but
ultimately are easy to learn. Being brave enough to be
straightforward at the right moment is less likely to lead to
confusion than a series of nuanced expressions.
Believing that you are fully prepared for national leadership
simply because you are now a national leader was identified as one
of the biggest stumbling blocks. The leaders who contributed to the
report balanced humility with self belief in their leadership
capabilities - and how these continue to grow over time. Being open
to new ideas, new ways of doing things and maintaining contact with
people at all levels of your organisation ensure a leader is
'outward-facing' and open to new opportunities.
Leaders operating at a national level need to be sensitized to
other people's competing agendas and priorities. Tempting others to
look over their parapets, to consider the world through each
others' eyes and to try to speak the same language is one of the
biggest challenges. Knowing how to break through boundaries and
work across silos will stand anyone taking on a national role in
very good stead.
Finally, their experiences also suggest that this is as much a
leadership revolution as a transition. Knowledge, experience and
confidence in their leadership abilities provide the foundations
while being open to learning, believing in looking for new ideas
and never giving up are keys to forging a new role at a national
level.
