Two years on from the start of the pandemic, I've been reflecting on how much our attitudes have shifted towards leadership, how we live our lives, and those who inspire us.
Can you believe it’s been two years?
The world has changed immeasurably since March 2020, and I know the past couple of years have also prompted huge personal shifts for many of us. It certainly has for me.
Two years ago, almost to the day, I was sitting around a table (in person!) with a group of amazing cultural leaders. I was in that room as part of the LTC MOBO Fellowship, a programme supporting mid-career leaders to address the lack of diversity at Executive Director level in UK theatre.
It was the day we were all expecting a big announcement from Boris Johnson. We were watching what had been happening in Italy and knew that the UK was probably just a couple of weeks behind.
Everyone had half an eye on their phone for news alerts.
The conversation revolved around what might happen next, and what the implications would be for the sector.
Well, it turned out to be a total non-announcement that day, but I think we officially went into lockdown a little over a week later.
Because of the pandemic my Fellowship was extended. That meant that over two years I was able to witness those behind-the-scenes conversations about how the wider sector, and how each individual theatre in the network, was dealing with the ever-shifting landscape. A real-time view of what it looks like to lead through times of crisis.
It was fascinating, sobering, and inspiring.
What I saw was genuinely collaborative leadership across organisations. An openness to ideas, perspectives and challenge in the interests of achieving consensus during a time of such intense uncertainty and upheaval. I was moved and inspired by the vulnerability I witnessed in that space, and felt privileged to be treated as an equal contributor among leaders I so greatly respected.
Although one of the realisations I took away from the Fellowship was that I didn’t want to continue along the path of being an Executive Director, what it did teach me is what my version of leadership might be, and how I play my part supporting other leaders in the sector. I doubt I would have reached the conclusions that have led to the creation of my coaching business and consultancy Rough Information Ltd without that experience.
The past two years have proved to me that, although you don’t always know the path you’re going to take, having the right people walking alongside you can be transformational.