In today's rapidly evolving business landscape, organisations face a variety of challenges that demand innovative solutions. Dr. Andrew Davies gave us an interview to discuss his latest insights on the current challenges facing leaders of today.
What is the primary business challenge that organisations need to address, which your research aims to tackle?
AD: I believe we’re still grappling with the aftermath of the COVID years which has changed the way people engage in the workplace, and this is posing a unique challenge. My research delves into the debate on the effective use of time and the strategic application of powerful narratives. Overall, it is important that leaders reevaluate how business is conducted and question the purpose of shared time and the value it adds. A lot of organisations have settled into a comfortable space, but there’s a lot to be done about effective use of time. Many organisations are adopting a management approach to these questions, but given the uncertainties we’ve faced, there’s no established management framework.
Face-to-face time is important for people to create trust in the message that is being relayed. It’s not necessarily enough for people to build trust from the content of the message. Constructing a powerful narrative through face-to-face delivery maximises the chances of getting people on board with a leadership journey. My work considers the transportation phenomenon. This is where a compelling narrative transports individuals to a place of belief, which in turn can make them less sceptical. This phenomenon can be directly juxtaposed against an approach solely based on facts and figures, which typically leads to more resistance. However, trying to do that through a web session is much more difficult. If people are getting together, the leadership and management should be saying, “Well, this is about us creating our compelling narrative around our vision, aligning teams so that all tasks move forward with cohesion.”
How can experienced leaders and managers enhance their leadership effectiveness, especially concerning powerful narratives and storytelling?
AD: Achieving leadership effectiveness concerning powerful narratives involves a balanced blend of approaches, recognising that no single method is universally applicable. Not all leaders are adept at crafting compelling stories. It is a learned skill as well as a natural capability, and therefore, it is crucial to leverage individual strengths. However, if delegating storytelling tasks, maintaining alignment through conversations is essential. There will be instances where leaders must personally convey a message, and therefore, translating intent into a story is key.
Seeking coaching and support from those naturally skilled in storytelling is advisable. I would advise leaders to introduce a dramatic element to the narrative by using a framework. For example, considering the Socratic elements of ethos, logos, and pathos can be applied to construct more compelling narratives. Considering a practical real-world application, such as in healthcare, where economic measures are linked to positive health outcomes, genuine examples of success stories can be used to create impactful stories. The key is to play to one’s strengths and acknowledge areas for improvement. However, ultimately, recognising the importance of the messenger is crucial. As leaders, it is crucial that we reflect on whether the right person is delivering the story as this significantly influences its impact. Shying away from constructing a powerful narrative by delegating can sometimes erode some of the credibility of even the most compelling story.
What advice do you have for emerging leaders, and what specific lessons or principles have shaped your career?
AD: My first piece of advice would be for emerging leaders to reflect on their default setting in terms of their leadership style. Mine is definitely a pace-setting leadership style, so basically, my default is to do something by doing which is okay, but it can burn you out. So, if that’s the default setting of any leader, they need to reflect on that.
The broader reflection I would give is to understand yourself, understand your uniqueness, and then understand that everyone else is unique. Engaging in training to comprehend different thinking styles is pivotal, as leadership ultimately revolves around influencing individuals and teams authentically. Curiosity is a valuable trait, as habituation can lead to blindness to issues that need attention. Seeking input from new team members, who bring fresh perspectives, is vital in overcoming habituation. Understanding the values, beliefs, and behaviours of the organisation and ensuring alignment is paramount. Leaders must identify potential dissonance between stated rules and the actual culture, resolving any conflicts and ensuring consistent deployment of organisational values.