Where is the post-Brexit leadership?

Where is the post-Brexit leadership?

 

What’s done is done. In any working democracy, when a majority vote is cast, the decision and will of the people must be honoured – whether you agree with the decision or not.

 

I am currently relying on EU laws to reside in the UK, and like everyone, I am waiting to see what our leadership team does, post Brexit.

 

The issues involve more than immigration. The economic, social and psychological upheaveal Brexit has caused is a direct result of vitriol and misinformation spewed from both sides which caused a lack of real debate. Now, on the other side of Brexit, the UK has a great many challenges ahead of itself. Economic reform, trade agreements, immigration, equality and women’s rights, and a number of other intenal and external policy positions must be made.

 

If nothing else, though, Brexit has cast a stark and frightening light on the leadership style which is supposed to help “make Britain Great” again.

 

The consensus seems to be this: There is no great leadership and if any of these politicians had real jobs in the real world of work, they would all be sacked. In the real world of work, leaders have a duty of care to their stakeholders. Any false or misleading information, or providing projections which never had any hope of ever being fulfilled, would allow rederess under criminal law, common law or the Companies Act 2006.

In the real world of work, great leaders faced with massive change and upheavel would immediately develop the following:

 

Clear vision, objectives and goals

Great leaders know where they want their organisation to go. This direction of the organisation is motivating, empowering and achievable.

 

Communication skills

Great leaders know why their organisation exists and can explain this without jargon, rhetoric and platitudes. They can communicate their vision and positions clearly and concisely to all their stakeholders. If the leadership team cannot easily and effectively convey ideas to stakeholders inside and outside of the organisation, there is little hope of achieving anything.

 

Actionable steps for progress

All great leaders must not only motivate but also get things done. Part of getting things done means forming appropriate strategic alliances and partnerships for greater innovation and creative problem solving: An inclusive approach for optimal results. Practical steps towards achieving a vision, objective or goal is what motivates us all to keep going. When leaders set out clearly attainable goals, and gains results in a timely manner, their credibility factor rises.

 

Moving from this period of uncertainty to stability is undoubtedly a challenge. Tough decisions need to be made and the focus must be on breathing life back into an economy that has been battered and stalled. As the UK leadership fights amongst itself, backtracks and casts blame on the other, the rest of us must live with the implications of the popularity contests they run for fun.

 

From us to the post-Brexit leadership team: Whether you are white, Asian, black, male, female, LGBT, disabled or whatever – put your petty differences aside and lead us into a future any great leader would be proud of.

 

 

 

Sepi Roshan is Founder and Managing Editor of Astute Radio and communications, leadership and media skills expert.

 

 

 

 

 

 

 

 

 

 

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