"Ministers ask public sector staff to suggest savings" - BBC News 24th June

This article appeared in the news last week, and I was intrigued by the fact that David Cameron and Nick Clegg have emailed or sent letters asking public sector staff to help find "fair and responsible" cuts.

Nick Clegg said that the government was "prepared to look at any innovative idea, however bold, however radical, however off the wall it might seem to people, if it could save money in a way that was fair and protected frontline services".  He went on to say that "all serious ideas would be passed on to officials for consideration and that workers would be invited to discuss their suggestions face-to-face with civil servants".

When I first heard this news on Radio 5 Live I was excited by the possibility of engaging people in looking at their own jobs and identifying waste and non value-adding activities.  In my experience, people are more likely to embrace change when they are truly involved.  However, I was disappointed by the second comment, as I immediately imagined the bureaucracy, endless committees and advisers 'blocking' and making any changes difficult to implement.  Too many layers stifle innovation, creativity, decision making and most importantly, individual responsibility.

So my advice to our political leaders is to ASK but make sure you REALLY LISTEN.  Then two things: on the 'easy stuff', let the people just get on with it; where it is more difficult, delegate that responsibility giving them the power and authority to implement it quickly, and give them access to the top when the 'blockers' start to surface.

So, David and Nick, be brave, be bold and take a risk.  You might be surprised by what people can achieve when they are given the chance!

I would love to hear about your experiences of these cuts.

Touching the Summit

I have just returned from a weekend away climbing Snowdon with my son and his Scout Group and have been reflecting on some of the stories of personal triumph and leadership.  

The group I was assigned to were young Scouts keen to reach the summit first.  Whilst this played to my competitive spirit, it was rather in conflict with getting the whole Scout Group to the top.  I had to remind them of the children's Ice Age film - that we are a herd and we stick together.

My son (aged 8) hit the 'wall' halfway up resulting in some tears.  But he was encouraged to think about breaking the challenge down into smaller chunks to overcome the seemingly impossible task of reaching the summit that he could see the whole route.

Another Scout commented within the first mile that he "doesn't do hills" and proceeded to offer more elaborate excuses as the journey progressed.  The Scout Leader had to respond with ever more imaginative responses, but felt a great deal of personal satisfaction in getting him to the top.

One Dad got an 8 year old girl to the top by distracting her with conversations about her favourite things.  Whilst another Dad told how, with the summit in full view, he got a Cub to lift his finger and 'touch the summit'.  This proved highly energising to the young boy, who was frequently seen reaching out.

So what can we learn from this experience?

Robert Greenleaf wrote 'Servant Leadership' in 1977, in which he said that "service ought to be the distinguishing characteristic of leadership".  What we as a group of parents and Leaders did was to forego our own goals and come together to work unselfishly to help the children achieve, what for many was, a tremendous challenge.

I wonder, if we all did more of this in our business life might we achieve more?

I'd love to hear about your experiences of Servant Leadership.