Narrative: An Art of Public Leadership

“Leadership enables others to achieve purpose in the face of uncertainty.” This statement defines my evolution as a leader, also the theme of my previous article titled “Organising: The Leadership we Need.” Previously I wrote that leadership is not defined by notional or positional power but derived from people. Since then I have been doing some thinking on why the global leadership around Covid has failed us, with some exceptions like New Zealand. I am going to exhibit some bias for NZ as I spent my early 20s there and the country has left a deep positive impact on me. Despite my prejudice, people will agree that Prime Minister Jacinda Arden has done a spectacular job that is laudable. Among other things, NZ’s covid response was successful because the Prime Minister was able to motivate and take an entire nation (small yet significant) along with her, during the hardest of decisions including a very strictly monitored lockdown. Listening to her speeches reveals, a display of empathy, solidarity and a call for collective action. During a crisis like the ongoing pandemic, the above values resonate with people and give them the courage to act appropriately.

Arden displayed leadership during a crisis exceptionally well as she used a narrative that was motivational, mindful and persuaded people to collectively act. Narrative is a leadership art that allows access to values to give people the courage to exercise agency and act. A rather simple way to look at a narrative, is stories that bind people together are a powerful tool for leadership. Leaders need to communicate their “story of self” that speaks of their values, their journey of pain and hope that can resonate with people and mobilise hope and action. While I was enrolled at the LoA programme, I found it extremely difficult to express my “story of self.” I made excuses, it wasn’t relevant in my context, unsure how a personal experience would come across to my team, my community and my people. Getting over the fear and taking control of my story was liberating. It took me a while to pen down my journey from my years of growing up, individuals who influenced my trajectory and were mentors. Most crucial was the revelation of the moment/s that was a calling to my leadership.

I recall the time when I was expressing my story of self to a class of global organisers, I could list several moments. One that I would like to narrate here, is the realization that my gender is reason enough to be subject to discrimination in society at various levels. This is a vivid moment that was a calling, determined some of my choices and instilled personal values of justice and equity. This is just a part of my story that I now own, and I encourage every individual interested in public leadership to define their story. This will build deep and long-lasting relationships with individuals and communities through shared values. Further building on this point of values, think of a leader that inspires you and state the reasons. I am confident you will conclude that your resonance with a public leader amongst other things is the set of shared values. Values are experienced through emotions and a powerful story could be an access to emotions. Finally, stories matter as they are a source of hope and hope is not an arbitrary concept but an important strategy to deal with problems creatively and get from one point to another. So, if you are in public leadership and haven’t as yet given a thought to your “story of self”, please do, as it is the beginning of an exciting journey into building narratives.