Does Leadership have a specific formula?

Fifteen years ago, I was very fortunate to have participated in an outstanding National Institute for Health Research (NIHR) leadership programme at the prestigious Ashridge Business School in Berkhamsted, Hertfordshire1. Before I attended, I had some pretty naïve beliefs about leadership, and held a firm mindset that a set of innovative leadership skills was something that I needed to acquire if I was serious about moving my career to the next stage. How wrong could I be? At the outset the course leaders presented three core themes which immediately resonated with my already held beliefs and have gone on to cement the foundation of my own ‘informed’ leadership.

The first theme presented to us was that Leading happens between people. I already knew people worked with people, and positive relationships were fundamental to good leadership. All too often leadership training focusses on the leader alone and gives scant attention to the importance of people around. How useful are great leadership skills if no-one wants to work with you? A strong relationship drives success. I was reminded of a previous conversation with a very wise professor who told me that very rarely does anyone achieve something great on their own. How true!

The second theme was that Leadership is context specific and one formula doesn’t work for every environment. Ashridge taught me to find the positive in every context and to build around this by ‘looking for footholds for the direction in which you want to travel’. This advice has served me well, especially at times when big changes were required in the multiple strands of my work.

The third and final theme was that your Leadership should be authentic. Bring yourself to the job of leading; don’t pretend to be superhuman and have all the answers. It is acceptable to show your vulnerability and anger on occasion, and not to be afraid to say you don’t know. This was a transformative step change in my thinking about leadership and sits at the core of my executive coaching.  I have observed many great leaders in my work and in the public arena; each having their own unique style but still acquiring the respect and loyal support from their team members. I firmly believe the words of Marcus Buckingham who said, “Authenticity is your most precious commodity as a leader”.  

I felt my time at Ashridge was extremely worthwhile. I learned I didn’t need to acquire a new set of leadership skills but to realise that a standard format for great leadership doesn’t exist. I also learned that there are three core themes that are fundamental for any leadership role and the ability to recognise and celebrate our own unique leadership was a core part of our success.

1.    Living Leadership. A practical guide for ordinary heroes. Binney, Wilke, Williams

(2nd edition 2009) Pearson Education Limited.