Annabel reflects on what she learned from our Thriving in Complexity programme, and how it is shaping her approach to leadership in uncertain times.

Finding space to step back and reflect

I was lucky enough to be accepted onto the Thriving in Complexity Workshops offered by Libraries Connected – working with Aidan Rave, Partner & Principal Consultant, GGi. It was an opportunity to connect with others and explore our leadership roles within the complexities of our current society and professional environment. The course was a mix of online sessions bookended by two in-person days in London. These were a real treat as we have so little opportunity to mix and learn from people in person, as well as being a break from the merry-go-round of work. Time to reflect and step away from life, even briefly, is invaluable and allows us to absorb and explore new ideas.

Building trust through compassion and kindness

This course particularly appealed to me with its basis in ideas of radical leadership. I work within a rural local authority that has been going through some tough times, having to make difficult decisions. The timing felt right, and I was keen to build my knowledge and confidence in these approaches so I could contribute to change if the opportunity arose. I have also recently completed a Coaching Professional Apprenticeship, and many of the ideas discussed within Thriving in Complexity complemented that learning, particularly around compassionate leadership and creating psychologically safe working environments where individuals can grow and learn. Compassion and kindness underpin public libraries, but it can sometimes be challenging to reconcile this with wider societal trends. However, how we approach our own leadership, and ourselves, is within our control, and it helps to build resilience, trust and accountability within our teams.

Balancing the day-to-day with the longer term

We are all carrying many roles within our library services and there is always a tension between operational demands and the need to maintain a strategic perspective. The question of whether you are on the “dancefloor or the balcony” was familiar to many of us. The introduction to the Three Horizons model was particularly helpful in managing this tension. It offers a way to separate focus between the day-to-day, the medium term and the future. The middle horizon encourages learning from feedback loops and testing new approaches to improve services over time, while the future horizon keeps a longer-term vision in view. Allowing time to look upwards and outwards feels especially important given the complexity of our local, regional and global environments.

Finding your voice and making space to lead

As to whether the course has enabled me to contribute directly to change within my local authority, I am still waiting to see. However, I did feel more confident and willing to speak up in staff engagement sessions, which led to being invited to join the staff panel for the recent recruitment of the council’s next CEO. Having this opportunity gave me time to think, to learn and to reflect on what matters to me. If we are to remain steady in the face of uncertainty, we need to create that space for ourselves. It is what allows us to stay resilient and continue to lead effectively.