The following is an excerpt from my second book, Now, Lead Others. It’s a discussion between Fionn and Nathan about effective leadership styles.
‘That’s right. What else are we in business for? The purpose of creating a safe environment, a place where people enjoy coming to work and investing a huge part of their lives, is to deliver results. We have to deliver results or we’ll be out of business, right? Of course, those results don’t have to be financially based, but we need to be producing something of value. It’s all very well creating an environment that panders to everyone’s needs, but if we’re not delivering, it’s just not going to last. It can’t!’ said Fionn.
‘You mean we’ve spent all this time talking about how leadership is about being kind and creating an environment where people thrive when ultimately it comes down to delivery.’
‘Yes, that’s exactly what I’m saying.’
‘So why can’t we just crack the whip a little harder to ensure they do deliver?’
Fionn smiled. ‘Well, you tell me.’
Nathan thought about his own experience of working under commanding, authoritarian leaders. He remembered that although the work got done, people were unhappy, performance was poor, and turnover was high. It wasn’t long before he — the “good lieutenant”, as he liked to think of himself — also wanted to leave.
‘Yeah, I get it. We can’t make people perform; they have to want to.’
‘That’s right,’ said Fionn. ‘In reality, we don’t have any control over people. We only have influence — and there can be no influence without trust and safety.’
‘Got it,’ said Nathan.
If you haven’t read Now, Lead Others, the book uses a mountain‑rescue fable to teach practical skills for building high‑performing teams. It focuses on transforming theory into real‑world application through a protagonist’s journey of self‑discovery and the challenges of leading others. It’s a story‑based guide for both new and experienced leaders, offering insights into team dynamics and unlocking potential in demanding environments. But what does any of this have to do with the upcoming election?
Changes in Government
Over the past few years, we have seen how effective leadership styles across the government sector have shifted noticeably, often swinging between two extremes. When Labour was in power, agencies tended to lean heavily towards pastoral care. Many took a permissive approach to staff wellbeing – if people didn’t feel like coming into work because… well, just because… that was often accepted. I’m not criticising the importance of caring for our people; as leaders, it’s one of the most essential responsibilities we have. And given the extraordinary upheaval of the COVID years, prioritising wellbeing was absolutely the right call.
However, since the change of government, the pendulum has swung sharply in the opposite direction moving from one of the effective leadership styles to another. The message has become clear: you must deliver, and you must deliver more. In some areas, the pastoral‑care mindset appears to have been pushed aside entirely.
Balancing Results and Wellbeing: The Core of Effective Leadership Styles
This is where I see a problem. Not because delivery isn’t important – it is. In fact, it’s the other most important thing leaders must focus on. It’s easy to be a leader who focuses solely on delivery and neglects the people doing the work. Conversely, it’s also easy to focus so much on people that delivery quietly slips. Real leadership is the ability to do both simultaneously.
That’s difficult. People are complex. Group dynamics, external pressures, and shifting expectations create stress that can lead to unhelpful behaviours. But the world has changed dramatically over the past few decades. We now operate in a VUCA environment – volatile, uncertain, complex, and ambiguous. It’s a problem‑solving world, and people simply do not perform at their best when they feel threatened or unsafe. When the amygdala takes over, the parts of the brain responsible for creativity, reasoning, and problem‑solving are compromised.
So, when Nathan says, ‘You mean we’ve spent all this time talking about how leadership is about being kind and creating an environment where people thrive when ultimately it comes down to delivery,’ he’s absolutely right. We must deliver – and the best way to ensure delivery is to create an environment where people can thrive and feel supported.
Which brings us back to the election.
Regardless of who forms the next government, don’t let political tides dictate your leadership style. Your responsibility remains the same: look after your people so they want to be there, so they’re energised to perform, so they willingly go the extra mile, and so they deliver because they care, not because they’re coerced.
The ability to move between effective leadership styles is the hallmark of real leadership. And it’s needed now more than ever.
Are you interested in tools for building a high performing team? Then check out my new book ‘Now, Lead Others’.
If you’re interested in hearing more tips about how you can Unleash Your Potential or that of your team, please feel free to drop me a note. I’m always happy to share ideas and help where I can.
