Reflection from WIG's Chair | Article

Rachel Sandby-Thomas CB, Registrar at The University of Warwick and WIG’s new Chair of Trustees, reflects on the value of a safe peer-to-peer network, the importance of asking questions, and the opportunities that leaders should embrace in these volatile times.  

“The world has become more complicated, even when you thought it couldn’t.” 

“Since the pandemic, leaders have continued to be tested in ways they haven’t been tested before. The rapid evolution and application of AI, the impact of hybrid working, and the integration of a new entrepreneurial generation with a different approach to work, are just some of the new challenges that leaders face. All of this is compounded by the fact that we are living in uncertain times, more so than before.”   

So how do modern leaders respond?  
“Because everything is moving at pace, it’s critical leaders display agility of thought and agility of decision-making. There’s no roadmap for leaders but this is where being part of WIG is valuable – it enables leaders to learn from other leaders; what’s worked, what hasn’t. These peer conversations and discussions accelerate the learning curve, spark creative ideas and open opportunities for collaboration.   

"It’s also important for leaders to be confident through uncertainty and instil confidence in their teams. Always have an idea of where you want to get to, even if you don’t know how you’re going to get there. And be clear about where you can provide certainty, and where you can’t.  

"There is, of course, a tension between those two things – providing certainty and demonstrating agility- so it’s important for leaders to be straight and communicate well. And don’t apologise for asking questions – this is something I’ve learnt. Curiosity is critical and I don’t think enough leaders embrace this, partly for fear of looking incompetent or out-the-loop. But asking questions is necessary for understanding and participating in a meaningful way."

“The fact that wicked problems still exist, proves they cannot be solved by one brain.” 

How do leaders embrace collaborative leadership, a skill that’s going to be so important over the next decade to tackle the UK’s biggest issues?  

“Sharing is key. Leaders must be able and willing to share, listen and admit that they don’t know all the answers, a level of humility is certainly required. And a realisation that nobody has all the answers - everybody has a bit of the picture and a contribution to make. There is no shortage of clever, creative people on this planet, but the fact that wicked problems still exist suggests they need more than one brain and one set of experiences to unravel them.  

“Within an organisation, you’re all working together to a common goal. It’s known that siloed working can be detrimental and hinder progress, while open sharing and communication drives faster progress. If you extrapolate this to the highest level, the same logic applies – we have to share, communicate and work together, between organisations and across sectors, to solve the common problems that affect us all.  

“As leaders we must also start to take pride in different things. We should want to be part of larger cross-cutting initiatives and be proud of shared efforts to tackle the big societal issues.  One of our biggest opportunities as leaders in the 21st century is to champion and embrace collaboration as a way to drive progress, and learn how to celebrate or place greater value on this.  

“WIG supports those leaders, and future leaders, that are open to new perspectives and who understand the value of working with peers across the sectors to tackle existing and emerging challenges. And it’s creating a great pipeline of talent. The leaders that attend events and roundtables, or enrolled on WIG’s leadership programmes and talent services are totally committed to developing the knowledge and skills that will stand them in good stead for the complex challenges of modern leadership.”  

“Affirm or learn: it’s a win-win” 

You’ve taken up the role as Chair of WIG’s Board of Trustees. Why do you believe a collaborative platform like WIG is so important?  

“During my time on the board, I’ve really noticed an increasing thirst for knowledge. The mix of sectors, and sub sectors, that WIG brings together in a safe space for discussion and skill development is more important than ever in these difficult times.  

“The organisations that join WIG are some of the most influential and purpose-driven organisations across the sectors. That means WIG is uniquely positioned to bring the right people to the table: people with diverse backgrounds, skills and experience. The quality and breadth of conversation that this enables is significant - from the issues of the day to the longer-term risks and opportunities, WIG ensures the right people, with the right skillset and mindset, are having strategic discussions about the big issues that affect UK.  

“It’s also a widely accepted belief that leadership can be lonely. So from a personal perspective, there’s something hugely reassuring about knowing your peers are asking the same questions or facing the same challenges. Being part of something like WIG really helps to mitigate those feelings of self-doubt and enables leaders to be curious in a safe space. Through engaging with others, it’s a win-win. You will either affirm your thinking and knowledge – which is hugely powerful and gives you the confidence to trust in your abilities – or you will learn something new, which helps develop your practice and improve outcomes.”  

“The go-to place for where people work together.” 

Reflecting on the UK today and what needs to be done, what do you hope our membership will have achieved through WIG in 10 years’ time? 
“First and foremost, I hope we will have some significant and brilliant stories to tell about how WIG members have collaborated to help address the wicked problems we face. I hope that WIG continues to be a great enabler for the leaders and organisations that want to collaborate to tackle our toughest challenges, and that together we’ve built far-reaching collaborative networks that help the UK and its regions thrive."   

Originally published: