Via The Conversation: Three reasons why Jacinda Ardern's coronavirus response has been a masterclass in crisis leadership. Excerpt
Imagine, if you can, what it’s like to make decisions on which the lives of tens of thousands of other people depend. If you get things wrong, or delay deciding, they die.
Your decisions affect the livelihoods of hundreds of thousands of people, resulting in huge economic disruption, mass layoffs and business closures. Imagine you must act quickly, without having complete certainty your decisions will achieve what you hope.
Now imagine that turning your decisions into effective action depends on winning the support of millions of people.
Yes, you do have enforcement capacity at your disposal. But success or failure hinges on getting most people to choose to follow your leadership – even though it demands sudden, unsettling, unprecedented changes to their daily lives.
This is the harsh reality political leaders around the world have faced in responding to COVID-19. As someone who researches and teaches leadership – and has also worked in senior public sector roles under both National and Labour-led governments – I’d argue New Zealand’s Prime Minister Jacinda Ardern is giving most Western politicians a masterclass in crisis leadership.
Three communication skills every leader needs
When it comes to assessing New Zealand’s public health response, we should all be listening to epidemiologists like Professor Michael Baker. On Friday, Baker said New Zealand had the “most decisive and strongest lockdown in the world at the moment” – and that New Zealand is “a huge standout as the only Western country that’s got an elimination goal” for COVID-19.
But how can we assess Ardern’s leadership in making such difficult decisions? A good place to start is with American professors Jacqueline and Milton Mayfield’s research into effective leadership communication.
The Mayfields’ research-based model highlights “direction-giving”, “meaning-making” and “empathy” as the three key things leaders must address to motivate followers to give their best.
Being a public motivator is essential for leaders – but it’s often done poorly. The Mayfields’ research shows direction-giving is typically over-used, while the other two elements are under-used.
Ardern’s response to COVID-19 uses all three approaches. In directing New Zealanders to “stay home to save lives”, she simultaneously offers meaning and purpose to what we are being asked to do.
In freely acknowledging the challenges we face in staying home – from disrupted family and work lives, to people unable to attend loved ones’ funerals – she shows empathy about what is being asked of us.
The March 23 press conference announcement of New Zealand’s lockdown is a clear example of Ardern’s skillful approach, comprising a carefully crafted speech, followed by extensive time for media questions.
In contrast, British Prime Minister Boris Johnson pre-recorded his March 24 lockdown announcement, offering no chance for questions from the media, while framing the situation as an “instruction” from government, coupled with a strong emphasis on enforcement measures. Where Ardern blended direction, care and meaning-making, Johnson largely sought “compliance”.
