Following a bit of Twitter commentary and a revamped article from ACEVO for Chief Executives on leading in challenging times (http://www.acevo.org.uk/member_briefings/tips-for-leading-in-challenging-times/) I want to share some reflections about us Chairs and what we can – and should not – bring to leadership in challenging times such as those we are currently experiencing with COVID-19. The list is some of my own reflections that work for me. Some might chime for others, and you might want to add to them.

  1. Stay true to my organisation’s values

Crises are great opportunities for Chairs to demonstrate the true worth of organisational values. Staff and Board colleagues will look to us to see how we are responding, not just what we are responding with. I need to take the time to consciously consider what “living the values” means at this time, as how I behave can be a template for others.

  1. Remember I am not an operational leader

Challenging times are when we need our Chief Executives and other senior leaders to bring their operational expertise to the fore. Me trying to step in and “help” with operational decisions will only serve to muddy the waters. This is when my job is holding the space around my Chief Executive to enable them to do what they’re paid to do.

  1. Agree a frequency of update with my Chief Executive

Our top teams are being pulled in many different directions. There are calls with various central teams, regional teams and local systems, as well as many internal calls. Adding unnecessary updates to the Chair will not help. I need to agree what constitutes appropriate update information (e.g. if a service is needing to be closed, or if a work stream needs to be paused) and what I don’t need to know. The pace of information change is incredibly fast at the moment – I need not to expect my Chief Executive to tell me everything they are hearing as they hear it.

  1. Ask my Chief Executive what they need from me

Checking what my Chief Executive needs rather than assuming what I bring fits the bill is important. Their skill set may be stretched by some of the challenges and they may need a “confirm and challenge” chat. They may need someone to “Oh FFS!” with without consequence. They may need to share a personal concern. They may need a confirmation that they are doing okay and have “got” this. Asking means we’ll get to the right support or intervention quicker.

  1. Be clearly prepared stop unessential activity

Pulling non-essential meetings and shortening the agendas of essential ones to only essential items can help stop diversions of effort from what should be being done. And when my Chief Executive comes to me saying we need to stop something, I need to be alert to any default “But we can’t stop that!” voice. Yes, I need to test out the rationale so they are fully supported, but being risk averse won’t always help.

  1. Be prepared to step up to say difficult things my Chief Executive may not be able to

I’ve already seen some Chair colleagues boldly stepping into the public arena to ensure tough messages that need to be heard get out there, without risking blow-back to their operational leaders. This is part of our responsibility as Chairs. But it needs to be a clear part of an agreed strategy with the Chief Executive and not just a means to me assuaging my own frustration.

  1. Network with other Chairs

There are some vastly experienced Chairs out there and making use of others’ expertise in this role is valuable. If nothing else, it is good to remember that there are loads of others out there facing the same stuff as I am! I can use social media, email, phone calls etc. to check in with peers, test ideas, ask questions, or to just get a bit of support.

  1. Remember my Chief Executive and other leaders are also personally affected

It is important that we take time to check in with our leaders as people. They may have family members and friends who are having to self-isolate or who are ill. They may have relatives in care homes that are locked down. They may have children whose schools are affected. They may just need to know they can have the occasional space to worry like the rest of us. Asking “How are you doing?” and wanting to hear the proper answer can go a long way.

  1. Look after myself

I need to be in this for the long haul, and heroic leadership from Chairs in the early days will not be help nor be sustainable. I need to work out what helps me re-energise, to spot when I am feeling the pressure, and to take breaks.

 

Take care. And remember, as Chairs, we’re doing our best and “good enough” is good enough in challenging times.

 

Paul Devlin

Chair of Lincolnshire Partnership NHS FT and of Nottinghamshire Healthcare NHS FT

17th March 2020