By Rick James
The profound uncertainty from the ramifications of COVID-19 is like leading in a fog. A leader’s competence will be judged by their ability to create sustainable new worlds for their organisations. Judgement and vision are key. Yet how can one prove oneself to be an able leader when you cannot show them a simple end goal? This will require leaders to engage in ‘learning while working’ according to David Nabarro from the World Health Organization. When navigating the unknown, leaders will need to learn to constantly take in new information and work with diverse sources of intelligence and expertise. We really have to look to learn from those closest to the reality on the ground.
NGOs have spoken for years about actively listening to the people we exist to serve. Sadly this has largely remained as easy rhetoric. We have rarely let it have a genuine impact on our programming and decision-making. Yet in the face of COVID, even the business sector is acknowledging that “addressing social inequalities by understanding the world from the perspective of those who are excluded will also be a distinguishing attribute for future leaders” (Hope-Hailey 2021).
- How does your organisation really listen to those you exist to serve?
- What one thing could you do differently to make it more active and meaningful?
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