{"id":1927,"date":"2024-07-25T09:53:42","date_gmt":"2024-07-25T09:53:42","guid":{"rendered":"https:\/\/cmjstrategies.com\/website_9e304ce3\/role-play\/"},"modified":"2024-12-05T09:48:26","modified_gmt":"2024-12-05T09:48:26","slug":"role-play","status":"publish","type":"post","link":"https:\/\/cmjstrategies.com\/es\/role-play\/","title":{"rendered":"Role Play"},"content":{"rendered":"

Do you want to be a manager or an analyst?<\/p>\n\n\n\n

A former boss once asked me this over coffee. It was still pretty early in my career and I had just started managing a small team. Some time before that I had worked for him \u2013 as an \u201canalyst\u201d I guess – analysing what did and didn\u2019t work in public service delivery to advise the Prime Minister on his strategy for reform.  I think my title was \u2018Policy Adviser\u2019, but it could easily have been Policy Analyst. I spent my days either knee-deep in data or out and about talking to all sorts of people about what it was really like trying to deliver and how things needed to change.<\/p>\n\n\n\n

From there I dutifully worked my way up the Civil Service career ladder, at each step taking on greater responsibility for people and budgets and with job titles as mysterious and unfathomable to outsiders as they could be: \u201cDesk Officer\u201d, \u201cBand A\u201d, \u201cGrade 6\u201d. It was only on reaching the Senior Civil Service that the nomenclature became vaguely comprehensible to the outside world (and my Grandad): \u201cDeputy Director\u201d and then \u201cDirector\u201d. But the equivalence was still blurred. When I went out to work in the private sector and talked about having been a Director of School Standards Policy, I got quizzical looks. Wasn\u2019t \u201cpolicy\u201d what they did in HR or Finance \u2013 like expenses? (The budget and team numbers resonated a bit more, but I think sometimes they thought I had a typo on my CV \u2013 yes, responsible for the \u00a34bn<\/em> Nursery Education Grant.)<\/p>\n\n\n\n

Years later, another mentor asked me whether I was more interested in leading people or shaping policy. The question catapulted me back to the coffee decades before. What was it about this apparent dichotomy between managing and analysing, between leading and thinking, between \u2018the us\u2019 and \u2018the it\u2019? I wanted to do both \u2013 to lead people and organisations well so that they could make a difference. It was a great question of course, and he didn\u2019t imply that you had to choose one or the other, just that it helped to be conscious of both in all sorts of ways: your motivations; skills; strengths\u2026 and, of course, your blind spots.<\/p>\n\n\n\n

And this is what I notice about the senior people in the public sector that I work with now: they are engaged in a constant dance between their roles as leaders of people and leaders of thinking. Even in business, leaders often tell me of the grief they feel at doing less of \u2018the work\u2019 because now they have \u2018people stuff\u2019 to do. It was one of the things that most stood out when I made the transition from Deputy Director to Director in the Civil Service: Yes I needed to deliver through others<\/a> and \u201ccould no longer be the expert on everything\u201d, but the Minister (especially a new one) would also expect me to have a grip<\/a> \u2013 and a clear opinion \u2013 on everything in my brief. \ud83d\ude2c<\/p>\n\n\n\n

So how do we perform this dance?<\/p>\n\n\n\n

\ud83d\udc83Find the right partners. Build spaces where you can reflect with peers and others about the steps you\u2019re taking. Use it as a space to practise, a space where it\u2019s OK for you to share when you tripped over yourself and fell in a heap, because others are there to help you up and try another way.<\/p>\n\n\n\n

\ud83d\ude48Name it. When you feel pulled in different directions, just facing up to the reality of competing pressures can help you take a step back and make conscious choices. So if Ministerial demands and your concerns about team performance combine to mean that you want to step in a take a tighter rein on something, be clear that that\u2019s what you\u2019re doing. And don\u2019t ignore the underlying problem when the spotlight is off.<\/p>\n\n\n\n

\u267e\ufe0fKeep circling back. Rather than picking a side a sticking to it (\u201cbecause that\u2019s what I\u2019m really good at\u201d), think about this as a constant movement between parts of a whole that both matter. Sometimes you\u2019ll be more over there but you\u2019ll need to come back over here. And again. The trick will be getting into the groove of that movement and doing it with ever greater elegance and joy\u2026<\/p>\n\n\n\n

How do you see yourself?<\/p>","protected":false},"excerpt":{"rendered":"

Do you want to lead people or shape policy? <\/p>\n

As elections take place around the world, public sectors leaders know that they will need to do both if they want to make a difference. <\/p>\n

Some reflections here on how to balance leading people and leading thinking. <\/p>","protected":false},"author":1,"featured_media":1936,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[36],"tags":[40,48,46],"class_list":["post-1927","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","tag-civil-service","tag-lead-for-impact","tag-public-sector"],"yoast_head":"\nRole Play - CMJ Strategies<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cmjstrategies.com\/es\/role-play\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Role Play - CMJ Strategies\" \/>\n<meta property=\"og:description\" content=\"Do you want to lead people or shape policy? 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