Much has been written about the leadership Prime Minister Scott Morrison displayed during the bushfire and climate crisis in Australia this summer. Most of it is not complimentary. Political leaders facing challenging times have for a long time created rich case study material for leadership, for us to decide how it might apply in our own professional lives.

Two points that arise connect with common leadership experiences we face in business (outside of reflections extensively covered elsewhere, such as a) when is the right time to go on holidays, and b) the risks of using propaganda to do the talking for you).

1. Putting faith in your second-in-charge

Since the days of Hawke / Keating and Howard / Fischer, there has been a notable decline in the public function of the Deputy Prime Minister in Australia. In contrast to the prominent role the Vice President plays in the United States (even in the current administration) leadership in Australian politics is singularly focused on the highest leader of each party. Whether in the context of governing a country, or leading a business, this seems both risky and counter-productive. Risky, because everyone does deserve and need a holiday ... to Hawaii ... and counter-productive, because a leadership team that is highly aligned and visible creates a sense of stability, dependability and robustness. The second-in-charge is a critical role for any business, to have a trusted adviser, reliable and steadfast support, and also as a useful counter-point that provides a broad set of values and perspectives to draw from. In addition to the earlier Australian examples mentioned above, we remember the strong leadership teams we have seen, from Obama and Joe Biden, Clinton and Al Gore, and in New Zealand, the coalition deputy, Winston Peters, served as the Acting Prime Minister during Jacinta Ardern's parental leave.

A critical element of having a strong second in charge is to put them to good use. Provide an active role for the second in charge to take on responsibility, discuss with them their role as second in charge (no matter their technical job title), present them as the spokesperson, to be the lead in place of you, even at critical times. This takes courage as a leader, to push your second-in-charge forward, and to do so proudly, publicly giving them your backing. This doesn’t displace you as leader, in fact it deepens your own leadership impact. Further, it provides the team you are leading with a united and supportive leadership presence that is greater than any one person.

2. Delegating accountability while demonstrating leadership

How do we remain respectful to boundaries of responsibility, ensuring leaders in our team remain empowered with the space to make a difference, while not abrogating our role as the senior leader to be present and activated? This is a complex and nuanced capability, and one that many leaders find difficult to navigate, and therefore a useful one for us to consider. When a leader successfully finds the balance between empowering members of their team with leadership accountability, and at the same time maintaining the presence of authority and overall responsibility, it seems effortless and ‘natural’. However it takes conscious skill and craft to achieve.

What the public saw from the Prime Minister during the crisis was an approach of the states are responsible for bushfire management, so I didn’t want to get in their way. In a technical sense we might agree on the division, and it may be appropriate that the states maintain responsibility for many elements in our community. However, when we (or the systems of work) empower our people to take up accountability and manage consequence, how might the more senior authority remain present, interested, committed and instructive, while allowing space for the self-expression of the accountable person?

Putting aside the system of natural conflict between federal and state authorities, finding the right balance is not accidental. It comes with an awareness of the complexity, an active and deliberate intention to find that right balance, and then to conduct an engaged dialogue with the stakeholders around you, testing the boundaries, and learning from experience. As George Megalogenis, in his article in The Age Saturday January 11 2020 points out, gun laws and native title had been state matters, and that didn’t stop Howard or Keating stepping up in the moment and making their presence and beliefs known. The Australian public (and the global community for that matter) have shown a willingness to flex and respond to the challenge at hand, no matter the boundaries of authority that might exist. What is less likely to be forgiven is where delegation is accompanied by perceptions of distance.

For us as leaders, we create the best conditions for success when we actively engage with those around us in the complex challenges we face. Discussing the boundaries, the responsibilities, the roles we each play and how they might shift and move, creates both learning and an increased capacity to meet those challenges.

Thanks for reading, and I'm interested in your thoughts :)