In a world of invisible leaders, Shine Brightly.
As I write this, I’ve just sat through what can only be described as a pretty poor performance by the England men’s football team. Now, it’s always easy to sit at home and tell the England manager what he’s done wrong, in fact it’s almost a national pastime! but I’m going to leave that to others as what struck me most, was that we appeared to lack a visible leader on the pitch. Leadership comes in many shapes and forms which is why a one size fits all approach is never going to work. It’s also true that today’s society often values different traits compared to what we have in the past and we have to recognise that but, one thing is certain and that is, in the intricate dance of leadership, visibility stands as one of the most powerful yet often underappreciated elements.
Seeing and Being Seen
In the past, our national team leaders were obvious. They were big commanding presences like Bobby Moore, Kevin Keegan, Captain Marvel himself, Bryan Robson, Terry Butcher, and Steven Gerrard. I could go on, but you get my drift. That type of character doesn’t stand out in the modern game anymore and when you have a match that’s crying out for someone to steady the ship and visibly take control it just wasn’t there. In business, when we talk about leadership, we usually focus on strategic thinking, decision-making, and the ability to inspire and motivate. But without visibility, even the most brilliant strategies and decisions can fall flat. Visibility in leadership is not just about being seen; it’s about creating an authentic presence that fosters trust, drives engagement, and ultimately leads to sustained success.
The Essence of Visibility
Visibility in leadership encompasses several dimensions. It’s about leaders making themselves accessible and approachable, both within their organisation and in the wider community. It’s about transparency, where leaders openly share their vision, decisions, and the rationale behind those decisions. And it’s about active engagement, where leaders don’t just lead from the front but are actively involved in the trenches, understanding the real challenges their teams face. Then there’s trust, without it, teams falter, productivity plummets, and morale takes a nosedive. One of the most effective ways to build and maintain trust is through transparency. When leaders are visible and transparent, they demystify the decision-making process and reduce the gap between the leadership and the workforce.
Consider my time in retail, I worked in supermarkets turning over a million a week and regions with over 20 stores. Without doubt one of the most effective ways for those store managers to build and maintain trust was by being present on the shop floor. By frequently interacting with my team, understanding their concerns, and sharing our goals and strategies openly, I was able to break down the “us vs. them” mentality that can often develop in hierarchical structures. Employees are more likely to trust leaders who they see as honest and forthcoming, rather than those who operate behind closed doors. Its really not rocket science.
Crisis Management
Visibility becomes even more critical in times of crisis. During such times, uncertainty and fear can paralise an organisation. (We’re back to last night’s game!) A visible leader can provide the reassurance and direction needed to navigate through the storm. Think about the global financial crisis of 2008 or the COVID-19 pandemic. Leaders who stepped up, communicated clearly, and were visibly involved in managing the crisis helped their organisations weather the storm better than those who remained in the shadows.
During the Covid pandemic, I found myself talking to 100s of leaders. Business owners, elected individuals, public officers, and community champions. They were all in a challenging position where clear communication and visible leadership were paramount. Regular updates on safety protocols, transparency about the challenges we were all facing, and active engagement with their staff or community helped maintain higher levels of public trust and employee morale. The visibility of leaders during such times not only provides immediate reassurance but also builds long-term loyalty and trust.
Inspiration and Motivation
It was obvious last night that England lacked inspiration and a visible leader is also an inspiring leader. When leaders actively engage with their teams, they can motivate and inspire on a much deeper level. This goes beyond just giving motivational speeches; it involves being present, listening, and showing that you value and understand your team’s contributions and concerns. In the heat of a match that’s even harder to do but not if you’ve led off the pitch too.
As PCC, I took part in thousands of meetings where my role involved not just setting strategic directions but actively engaging with various stakeholders. By being present in discussions, listening to different perspectives, and celebrating our collective achievements, I was able to inspire confidence and commitment in our shared goals. This kind of visibility shows employees and partners that their work matters and that their leader is genuinely interested in their well-being. It creates a culture where employees feel valued and motivated to perform at their best and partners have the confidence to go away and deliver their priorities knowing the bigger picture is in good hands.
Representing the Organisation
A leader’s visibility isn’t confined within the walls of their organisation; it extends to the public domain. Leaders represent their organisations at industry events, conferences, and in interactions with stakeholders, customers, and the community. Add in social media as well as traditional media and you begin to see that external visibility is crucial for building and maintaining the organisation’s reputation and relationships. I absolutely know this to be true, both as the PCC and as a board member for Police Digital Services, attending large-scale networking events and serving on special committees which allowed me to represent our forces interests and values effectively. This public visibility enhanced our credibility and opened doors to new opportunities. Moreover, it allowed us to showcase our commitment to advancing policing governance and technology to a wider audience, reinforcing our brand and mission.
That level of visibility comes with accountability though. Leaders who are visible are also more accountable to their teams and stakeholders. This accountability is crucial for ethical and effective leadership. When leaders are open about their decisions and actions, they are more likely to consider their impact carefully and strive to act in the best interests of the organisation and its stakeholders. In my experience, leaders who hide do so for one of two reasons. They are either not up to all aspects of the job and are not looking to develop themselves into it or, slightly more sinisterly, they’ve got something to hide and can’t risk the scrutiny that increased visibility brings.
All that said, while visibility is crucial, it’s also important for leaders to strike a balance between being visible and micromanaging. Effective leaders know when to step in and when to step back, allowing their teams to take ownership and responsibility. Visibility should not come at the expense of empowering others. Instead, it should complement a leadership style that encourages autonomy and accountability among team members.
Reflecting on my own experiences, I’ve seen first-hand the transformative power of visibility in leadership. In retail, as I’ve mentioned, I learned the importance of being present on the shop floor, understanding the challenges my team faced, and celebrating their successes with them. Later, as I transitioned into public service and took on roles with higher levels of responsibility, the importance of visibility became even more apparent. Representing an organisation at public events, engaging with the community, and being transparent about decisions were all critical in building trust and driving positive change. In times of crisis, and I’ve seen a few, being a visible leader provided the reassurance and direction needed to navigate through uncertainty.
The impact of visible leadership also extends beyond the immediate organisation. Visible leaders can influence industry standards, drive social change, and inspire future generations of leaders. By being active and engaged in their communities, visible leaders can advocate for important causes, promote diversity and inclusion, and contribute to the overall well-being of society. Leaders who use their platform to raise awareness and drive positive change can inspire others to follow their lead, creating a ripple effect that extends far beyond their own organisation. This kind of leadership is not just about personal success; it’s about making a meaningful impact on the world around us.
Would England Have Won Last Night with A Visible leader?
I think they would. Visibility is a crucial component of effective leadership. It builds trust, fosters engagement, drives innovation, and ensures accountability and in a sporting setting it often increases the performance of teammates. A visible leader on the pitch last night would have been able to connect with their team and the fans on a deeper level, they’d inspire, motivate, and navigate through crises with confidence and resilience.
Business is no different. As we move forward in an increasingly complex and interconnected world, the need for visible leadership has never been greater. Leaders who embrace visibility, who are open, engaged, and accountable, will be the ones who drive their organisations to new heights and make a lasting impact on society.
So, whether you’re a seasoned leader or an aspiring one, remember the power of visibility. Step out of the shadows, engage with your team and community, and let your presence be a beacon of trust, inspiration, and positive change. In doing so, you’ll not only elevate your leadership but also contribute to a more connected, innovative, and resilient world. Who knows, you might even manage England one day.
Steve
Organisations Thrive With New Perspectives
