Covid-19, and inspiring trust and confidence

I couldn’t start off this week’s blog without a mention of the rising infection rate of Covid across the country, and particularly in Birmingham, Sandwell and Solihull, where they will enter into a form of local lockdown on Tuesday.  Our rate of infection is also rising in Staffordshire, and it is imperative that residents follow the national guidance of measures to avoid transmission of the virus; it’s the only viable method of saving us from falling into another lockdown.  With schools returning and the economy showing signs of recovery, we simply must get this right.

The failure of the national Test and Trace programme has been covered widely in the media; the result of the lack of laboratory capacity nationally has resulted in testing teams locally standing idle while residents are being offered tests in Aberdeen and other far flung places.  Rather than join the chorus of complaint shouting from the side-lines, we have done what we have done previously with Personal Protective Equipment (PPE), delivering food parcels and mobilising volunteers – we’ve produced our own solution.  Working with Stoke City Council, we will be forming up a local testing operation in Stoke, Burton and Stafford this week.  It’s a pilot at the moment, quite small in nature, but we will learn lessons from it and expand. Doing something in these circumstances always beats just talking about it.      

I hope that you will forgive me being a little reflective on leadership in this blog entry.  There are over 600 colleagues across the council who have a line management responsibility and every one of us experiences leadership in some way in our day to day. In my limited forays into social media – I only use LinkedIn – I’ve been struck by the conversations among leaders about being trusted, and it has set me thinking about this subject as we get used to how we are going to work in the future, the “New Normal”.  Having now led at senior levels in 2 very different sectors, I’m firmly of the belief that trust and confidence are relationships, like so much in life, rather than one-way qualities.  If I want my colleagues to trust me as a leader, I first have to trust them in their professional roles, and if I want them to be more confident, I first have to demonstrate confidence in them.  It’s a pretty simple theory to describe, but much harder to implement, particularly when you’re under pressure, where the tendency is to micromanage.  It’s going to be even harder as we evolve into the New Normal, as the old certainties of seeing somebody at work every day to reassure yourself that they’re doing the right things will reduce, and we will have to find new ways of establishing and maintaining those trust and confidence relationships.  If you are a line manager and haven’t yet looked at the learning and development support available as part of the new iManage programme, can I ask that you take some time to look at it?  I’d love to hear your ideas on how you achieve that trust and confidence relationship with your teams.

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