No fog but very foggy

I deal with so many inspirational leaders on programmes, courses, workshops and at conferences. It’s empowering and invigorating. We use strength-based authentic development and have lots of fun that works. Occasionally, I’m struck by how poorly we are served still in some areas of leadership.

Sixteen-year-old Rawiri Wilson was killed when a marked police car hit him on State Highway One almost two years ago on 25 July 2009. It took two years for the Independent Police Conduct Authority to tell us that there was no unlawful conduct by the police. It took them only a few hours though, to tell us that it was incorrectly reported that it was a foggy night and the police officer should have had the car’s lights on high beam, in the fog.

When I read the news article, I thought that sounded odd too, driving in the fog with your lights on high beam, so I read the IPCA’s report.

Rawiri was 16 and apparently fooling around on the road, rather carelessly.

The police constable was, as it turns out, driving in clear but dark conditions with his lights on low beam. He had sent and received texts in the run up to the collision.

The IPCA took two years to tell us that a police officer who was probably texting, driving on a dark highway with his lights on low beam, didn’t do anything unlawful. They say it was not illegal to use a cellphone at the time. Well it’s not illegal to read a book while driving now, or should I say there is no specific section of the Transport Act that prohibits it, but it’s obviously careless driving, just as reading a text is. The IPCA also say that driving with your lights on low beam on a dark road is not the action of a prudent driver. The inability to hold a cellphone, steer and operate the high beam lever might have been a factor here. But that’s for a court to sort out isn’t it?

The IPCA says “The investigation has also established that Rawiri Wilson and his cousin were under the influence of alcohol and cannabis at the time, and were not mindful of risk or exercising caution as they walked on an unlit section of SH 1 at night.” So the IPCA stand on high with big proclamations about two children. But it makes “no recommendations” about a police constable where there must be prima facie evidence of careless driving.

Rawiri’s death is sad. A boy fooling around with drink and drugs in the wrong place. We’re told driving is a privilege and everybody should drive defensively, looking out for those less protected like runners (me included), children, the elderly and those with disabilities especially. We all have a responsibility on the roads to look after each other. I don’t reckon this police constable was anywhere near that standard and it’s something Rawiri’s whanau deserve to have properly tested.

Let the police constable stand in court and tell Rawiri’s mother that he wasn’t texting and it was a tragic mistake. He’ll get some closure and so will Mum.

There might not have been fog that July night in Northland. But there’s a lot of foggy thinking again with the IPCA. Tell me again why it exists? Are we protected and enhanced in any way by a bunch of retired cops (I’m not joking!) fumbling through a traffic file for two years to tell us this?

As leaders in our community they need to demonstrate to us that they expect the police to be role-models of behaviour, not wriggle out with back-room untested legal views. Standing for something is hard for those who’s only interest is self-interest. Aptly demonstrated by sitting on their hands for two years while Rawiri’s mother grieved, then spluttering loudly like an old man with phlegm when they were misreported!

I can’t think of any aspect of leadership that the IPCA demonstrates that helps the public. Self-serving bureaucracy with no purpose.

Being in Whakatane right now with a group of great leaders it’s so so stark the difference demonstrated by the IPCA. One day I hope outfits like it will find a new way with new leadership. Because there’s plenty of good people who could make a difference.

Stephen

Rich

No not me! I was at a TransTasman lunch yesterday at Vodafone where Russell Stanners, local CEO and Juan-Jose Juan, Global Head of Innovation Enterprise both spoke. We heard of an integrated world where our various devices knew where to connect to and what we needed at that moment,  because they knew where we were going. In fact, they were telling us how to get there too. I wondered as we heard from Juan-Jose (who said best to call him JJ) what it was like to have a global role. Not that I haven’t encountered such a title before. But talking to him prior to the talk I got the sense of a truly global ambassador for the company who lived, worked and engaged where he happened to be.

We heard about a world where work happens where ever you happen to be, in a manner that suits your needs. No such thing as a desk, desktop or the other symbols of a traditional work environment. Hearing this was like hearing confirmation for how I often work and the tension between this and what some people feel is the real work environment. If I’m honest I think there’s a tension within myself between the flexibility of working wherever I am (like right now at a specialists rooms having some tests!) and only doing work in the allocated place.

There’s a richness for me in working in different and stimulating environments and the delineation between work and home is often blurred. I don’t really mind that and find my creativity enhanced by new places, new people and new contexts. On the Centre for Innovative Leadership’s Innovative Leaders GM Programme we’re off to Whakatane this week. We’ll learn some strategic accounting and finance, but our context will be the case-study. I am sure it will be easier to be present while present!

JJ spoke without notes or looking at the few powerpoint slides he displayed. It’s a given that a leader can talk to his or her topic from the heart. You don’t get heart sitting in your office with the pictures, certificates and files. It’s about being in amongst it. Whatever “it” might be. Makes you rich. Yes I decided I am rich. But there’ll be no capital gains tax on this wealth!

Stephen

The price of leadership

My interview on TVNZ Breakfast. I started the week on Sunday night saying I wanted to do more video. I didn’t realise TVNZ would be involved!

http://tvnz.co.nz/breakfast-news/thursday-july-7-4289762/video?vid=4289869

My previous blog covers this topic too.

Stephen

What will you do now?

We want leaders, we demand leadership and we expect a lot from leaders. But sometimes leadership fails. Unless you’re able to exercise coercive power, when followers lose confidence for whatever reason, then your leadership is probably over in that role. And that’s what happened to the CEO of the EMA this week.

Being a leader is like being a fish in a bowl – you’re magnified – everyone is watching, but very little information is getting into the fish. The fish doesn’t even know it’s wet I guess! My experience is that the bigger the role, the harder it is for leaders to get feedback from those in their organisation. As you gain more freedom, more profile and access to more people, you are told less by those that support you. If leadership is there to serve then isn’t that wrong? Don’t we all have a responsibility to our leaders to ensure that they are fully informed by what we notice?

The political price of leadership is the greater standard that gets applied. Authentic leaders don’t switch their leadership on and off – they are what they are 24/7. Which must mean at times being wrong, being vulnerable and stuffing up. The higher the standard the easier it is to make a hash of something and that’s what’s happened here. Which disenfranchised so many who need to be connected for that leadership to thrive. And so it ended.

Let’s learn something. What I’d like to ask of you is this: Do you have a leader where you notice things where you could help with feedback? Are you doing anything about it? Or are you sitting there waiting for failure? If you are, I say that’s wrong. Leadership is a relationship. A leader exists not for him or herself, but for a community, a team or a group and serves for that group. In every relationship there is a responsibility to empower and grow each other. Leaders don’t have all the answers and don’t always get it right. When leadership fails, so do the followers and the organisation.

I’m not saying this is the case with the EMA, but it strikes me that there’s a lot of people wanting blood. Wanting blood is a sign of failure for everyone. Those in a relationship don’t want blood. There’s a feeling of no winners in this leadership failure. Which is a shame, as leadership is so important.

Learn something from all of this and do your bit in Leadership Week by supporting your leader. We all have one somewhere. I’ll be on TVNZ Breakfast at 7.10am in the morning talking about this. Hope I make sense!

Stephen