This week I'll be talking about artificial intelligence and public relations at the International Public Relations Summit. A virtual event hosted out of Jakarta there's some great speakers lined up for the three day event. Definitely worth your time.
We're all in this together. That's what we're told. We stay home and listen to the regurgitation of phrases that have slipped uneasily into use - social distancing, bubbles, reducing transmission - there's a lengthy list. As I write, here in New Zealand, we are thirty minutes away from discovering whether we will stay at Level Four Lockdown or transition to Level Three - described as Level Four but with takeaways. Life has changed. We're all in this together - except, we're not. The inequality that exists in systems worldwide means the lockdown experience varies wildly from mild inconvenience to a matter of life or death.
Global leadership too has varied wildly from country to country. Here, we have the relative sanity of Jacinda Ardern and her public health officials, including the Director General of Health Dr Ashley Bloomfield. They communicate well, frequently and clearly. They empathise with the people here, understand the disparity of experience and hardships that ensue. They have done their job - as leaders, they have led, but done so by taking us with them, been part of the collective action rather than imposing instructions. Not everyone is happy, there are still many who balk at the lockdown and I fear all the good work will be undone in thirty minutes if Cabinet caves under pressure from the shouty white male journalists and politicians who seemingly have self-interest at the heart of their existence. They rage mostly in their middle-age spitting fury at boomers and millennials alike but flip-flop daily in their opinions as to the best thing to do. So not all is rosy in this garden but the grass is most definitely greener on our side of the leadership fence.
Overseas, we witness the rambling incoherence of an out-of-control president who apparently has no regard for anyone other than himself - he has that in common with the shouty men here. We see the recovery of bumbling Boris, who saw fit to thank the immigrants (Kiwi included) he said saved his life while he was suffering from COVID-19, brought on by a clinical dose of stupid following his glad-handing of patients and others to prove what a devil-may-care-jolly-good-sort he was. Johnson's convalescence appears to be taking some time and is perhaps an indication of the severity of the disease and the as- yet unresearched and unknown consequences of the illness.
The UK and USA are not alone in their poor leadership and crass management of the pandemic. Brazil, Turkmenistan, Mexico - each have leaders who have positively boiled over with bravado in the face of the virus and now find themselves staring at uncountable deaths and uncomfortable truths. One of the many important questions we have to answer from here onwards is what do we do with leaders who are only interested in power and not people? Extreme political ideology is most frequently used to wield power and control - not provide benefit or fulfil the basic human rights of others.
Jacinda Ardern stands out because she cares. Because she has stated her commitment and responsibility to the well-being of New Zealanders and lives that commitment every day. Emmanuel Macron stands out because he is passionate in his search for equality and the improvement of France and Europe. Angela Merkel - again, a person of integrity who cares deeply and has the intellectual capacity to see a way forward.
Question one for this next era is this - how will we make sure we have leaders who lead, leaders who listen and leaders who will make sure none are left behind as we head towards the new world?
Part of solving that puzzle is making sure leadership communication is at the forefront of any future nominations, appointments or elections. Making sure that even seemingly 'born' leaders are trained in their craft and that those who advise them are of equal skill and ability. Only then will we be able to develop an interdependent society that addresses threats collectively for the betterment of all.
We appreciate good leadership. Especially in times of crisis, times of hardship and times of pain - but what does good leadership look like in today's world? A world where leaders can often be harsh, bullying and seemingly take great pleasure insulting those they purport to lead?
I took a look at good leadership when I was honoured to present at 'PR Face Off', Malaysia's international public relations conference held in Kuala Lumpur.
I spoke particularly about the leadership shown by the New Zealand Prime Minister Jacinda Ardern at the time of the Christchurch Terrorist Attack in March this year. During that period of time the world saw a very different display of leadership - one that showed strength through compassion, resolve born of tragedy.
It is rare to see such a visible shift in leadership styles but it was a welcome shift. So many people around the world have been ground down by their leadership, rather than lifted up. Shouted over, rather than being heard.
One of the key elements of public relations practice is developing understanding and a vital part of that understanding is empathy. Crisis plans often a filled with the inherently practical and sadly there are few that look at, or include empathy, kindness, compassion and resilience - yet they should. Any crisis will see emotions run high and for leaders, how they deal with those emotions forms a critical part of their crisis response.
About Think Forward
Think Forward is written by Catherine Arrow. It answers PR questions, highlights practice trends - good and bad - and suggests ways forward for professional public relations and communication practitioners.