In the UK things were less clear, with initial talk of ‘herd immunity’ and shaking hands on hospital wards it’s clear that perhaps COVID was not being looked at with the same level of intensity as elsewhere. There seemed a to be a resistance to taking action as it would disrupt the normal way of life (a level 1 negative use of empowering action). The UK locked down relatively late by comparison (New Zealand locked down when it had recorded only 102 cases and no deaths. When the UK locked down, it had more than 6,500 cases and more than 330 deaths.) and with many left confused as to what was allowed and what was not, history shows that perhaps the UK may have done better and taking action earlier and with a clearer direction.
Jacinta Arden displayed a clear use of high level ‘Empowering Action’; redefining the boundaries of day-to-day life and international travel, getting a step ahead of the situation and acting early, and providing clear structure and communication to make people feel personally involved in the process.
According to the Guardian and the data published by the Centre for Economic Policy Research and the World Economic Forum seems to imply that countries with female leaders had significantly better outcomes, and “suggests the difference is real and “may be explained by the proactive and coordinated policy responses” adopted by female leaders.”
Leaders who ‘empower action’ impact the ability to deliver and manage change in a way perceived as adding value. If you want to know more about the Schroder framework, keep an eye out for more from this series or get in touch today and see how it could help your leaders drive success!
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