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Lessons from Grief : No one is coming to save you

23/6/2025

 
​I went for a coffee in the middle of Edinburgh today. It has been almost 10 months since my dear wife Ann died unexpectedly after 7 weeks in the hospital. And I am trying to look ahead instead of mourning day after day. Sitting in the coffee bar, I saw an old colleague who had been an IT contractor who had worked with some of my old clients. He saw me and came over to my table (more on this conversation later).

He was one of the few who had responded to my emails and phone calls, which I had made 10 months earlier. I was astonished by how few people contacted me and responded to my message. Thank you, Daniel Burger, Dave Reynolds, Mark Reilly, Mel Armstrong, Sally Davies, David Shephard and Jeff Whitecross. 

Avoidance

Neighbours were respectful, but I also had quite a few avoiders who walked quickly in the opposite direction, spotting me in their view. Maybe, I thought they were avoiding me. Most of us don't know how to deal with grief.

Those who did talk had little idea what to say. Some asked if I wanted to go to a bar or have a chat over lunch, which I declined. Many avoided contact. I had to learn how to deal with it, knowing that in the future, I too could be the stranger who knows how to help people process things. It's not the five-stage Grieving process, as described by Elizabeth Kubler-Ross's work. It is very different for everyone.

Deal with unwelcome emotions

There's no technique, just an attitude of mind that supports people in processing the unthinkable. I need to know how to deal with awkward and unwelcome emotions like grief. I decided that my future self had to become a better version of me, and I knew it would always get easier. The number of times I have distracted myself by going to the gym or taking a short bike ride, swimming, or walking because my body needs movement. You think you're getting over it, and then Mr Grief taps you on the shoulder when you least expect it and says, "Remember me?"

Others experiences

I needed to find out how others dealt with the process. I read around and focused on trying to make things easier for everyone. After all, if I could get a balance of things, I could always show up for my children who were processing things in very different ways.

I had my family, my children, grandchildren, and my extended family, who were enough for me because they, just like me, were also grieving. I knew I was not the first to process the physical, emotional and spiritual pain.

Thinking my role as an organisational change maker would help – wrong!

I thought that mastering change in a corporate setting or on an interpersonal level would provide a solid foundation. How wrong I was. Two books and audio tapes helped. One by Jill Halfpenny, a famous English actress, and Sheryl Sandberg, ex-VP of Facebook.

Both women lost their partners in their mid-30s to unexpected heart attacks that took place while working out in gyms. Both offer valuable insights into coping with grief. Their view was not to find a way to overcome it or avoid it, but rather to process it in a thankful way and with gratitude for the time they had with their partners.

Summary so far

There is no way around the process. It is different for everyone. Thank goodness for my children, family, my lawyers, IFA, and others. What I have learned about the process is that you must take ownership and face your emotions. You have to allow them. They have to rise and you have to deal with them, not hide from them, retreat into tranquillizers and alcohol. So what has this experience taught me about life?

Learnings

I know we live in difficult times, and hopefully not on the cusp of a third world war. As I said at the start of this piece, my coffee bar colleague engaged me in conversation and stated how bad the economy was and how life was hard. How the New UK Government is failing, or how the world is at a dangerous tipping point.

I was not the only one suffering

It is difficult to react to this when you think you are the only one who is suffering. We all have our stories, and we are all suffering. We have no idea what traumas others are going through or not. We have no idea of the demands, constraints and threats that others experience. We have no idea of how terrible life is for them.

What I have learned is that no one is coming to save you, because they don't even know what you are experiencing. No one is coming to save your business, your relationships, your career or your future.

You are the author of your destiny. To become better, you have to become your better self. You have to look at what you can do every day to process things and shape your future, no matter how bad it seems. You have to stand up every time you fall. I mean, stand up and take charge.

You may not defeat what stands in your way, but you can make it more tolerable for those around you.

I suppose I am nearing the end of my consulting and coaching career, but not yet. I have written seven books and hundreds of articles on change management and plan to write more, but not until I have expressed my ideas in a new book about grief. There has to be a better way than the default or accidental approach to managing oneself through the process. If anyone reading this has any advice, I am, of course, eager to know your thoughts.

Philip Atkinson

Designing a Leadership Programme for a Public Sector Organisation

18/6/2025

 
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​Creating Purposeful Leadership Development in the Public Service

Effective leadership is vital in the public sector, where the challenges are complex, resources are often limited, and the societal impact of decisions is profound. Designing a leadership programme for a public sector organisation requires a thoughtful approach—one that considers not only the skills and competencies required to lead, but also the particular context, values, and mission of public service. This blog offers a comprehensive guide to designing a leadership programme tailored for public sector needs, ensuring a blend of strategic vision, practical skills, and ethical grounding.

Understanding Organisational Needs and Context

Before embarking on the design process, it is essential to gain a deep understanding of the organisation’s unique context:
  • Strategic Objectives: What are the long-term goals of the organisation? How can leadership development align with these objectives?
  • Current Leadership Capability: Assess the strengths and gaps in your current leadership cohort. Use tools such as 360-degree feedback, stakeholder interviews, and performance data.
  • Culture and Values: Public sector organisations often have a mission of service, integrity, and fairness. Your programme should reinforce these values and encourage leaders to embody them.
  • Stakeholder Complexity: Consider the wide range of stakeholders, from government bodies and politicians to citizens and community groups. Leaders should be equipped to navigate these relationships.
Setting Clear Goals and Outcomes

A successful leadership programme is underpinned by clear, measurable goals. Examples of goals include:
  • Developing strategic thinking and problem-solving capabilities
  • Enhancing communication and collaboration skills
  • Fostering innovation and adaptability
  • Strengthening ethical decision-making
  • Building resilience and change management skills
  • Promoting diversity, equity, and inclusion at all levels
Identify specific outcomes you expect to see at the end of the programme, such as improved staff engagement, better cross-departmental collaboration, or more effective policy implementation.
Identifying Target ParticipantsDefine who the programme is for:
  • Emerging Leaders: High-potential employees who show promise for future leadership roles.
  • Middle Managers: Those responsible for translating strategy into operational outcomes.
  • Senior Executives: Leaders who set the direction and shape organisational culture.
Consider whether a one-size-fits-all approach is appropriate, or whether you need tailored modules for different leadership levels.
Curriculum Design and Content AreasA robust curriculum should blend core leadership topics with issues unique to the public sector. Consider including:
  • Public Sector Governance: Understanding policy development, regulatory frameworks, and accountability.
  • Strategic Planning: Setting and achieving long-term objectives amid uncertainty.
  • Stakeholder Engagement: Navigating political landscapes, community expectations, and collaborative partnerships.
  • Change Management: Leading transformation initiatives, managing resistance, and fostering a culture of adaptability.
  • Inclusive Leadership: Building diverse teams and promoting equity and accessibility in public services.
  • Ethics and Integrity: Upholding the highest standards of public trust and ethical behaviour.
  • Personal Effectiveness: Time management, resilience, and well-being for sustained leadership.
Integrate practical skills such as negotiation, conflict resolution, and presentation, as well as reflection on public value and stewardship.
Learning Methods and Delivery ModesVariety in learning methods can enhance engagement and effectiveness. Consider:
  • Workshops and Seminars: Facilitated sessions led by experts in leadership and public administration.
  • Action Learning Projects: Teams tackle real organisational challenges, applying new skills in practice and delivering tangible value.
  • Coaching and Mentoring: Pair participants with experienced leaders for guidance, feedback, and support.
  • Peer Learning Groups: Encourage networking, collaboration, and the exchange of diverse perspectives.
  • E-learning and Blended Learning: Use online modules, webinars, or hybrid formats to provide flexibility and accessibility.
  • Job Shadowing and Rotational Assignments: Allow participants to experience different roles and functions within the organisation.
Assessment and EvaluationIncorporate ongoing assessment to monitor progress and refine the programme:
  • Self-Assessment: Encourage reflective practice and personal development planning.
  • Manager and Peer Feedback: Use 360-degree feedback to gain a fuller picture of growth areas.
  • Performance Metrics: Track organisational indicators such as staff retention, employee engagement, and leadership pipeline strength.
  • Programme Evaluation: Collect feedback from participants and stakeholders to assess relevance, impact, and areas for improvement.
Plan for post-programme follow-up to measure long-term results and support continued development.
Embedding Organisational SupportA leadership programme’s success depends on buy-in from all levels:
  • Executive Sponsorship: Secure commitment from senior leaders to champion the initiative and model the desired behaviours.
  • Line Manager Involvement: Engage managers in supporting participants’ learning and applying skills on the job.
  • Recognition and Incentives: Celebrate progress and achievement to reinforce the value placed on leadership development.
  • Integration into Talent Management: Align the programme with succession planning, recruitment, and workforce strategies.
Diversity, Equity and InclusionPublic sector organisations serve diverse communities, so it is imperative that leadership programmes foster inclusive thinking and remove barriers to participation. Ensure:
  • Recruitment of participants from varied backgrounds and departments
  • Inclusive curriculum content that addresses bias and cultural competency
  • Accessibility in all learning materials and formats
Case Study ElementsConsider incorporating real-world examples from your own organisation or the wider public sector. For instance:
  • Analysis of successful leadership in response to public crises (e.g., health emergencies, natural disasters)
  • Lessons learned from failed change initiatives or ethical breaches
  • Profiles of leaders who have made a positive impact on service delivery or organisational culture
These examples can make the learning more relevant and help participants connect theory to practice.
Sustainability and Future-ProofingLeadership development is not a one-off event, but an ongoing process. To ensure sustainability:
  • Establish alumni networks or communities of practice for continued peer support
  • Regularly update programme content in line with emerging trends, technologies, and public sector challenges
  • Invest in leadership at all levels, including developing talent pipelines from entry-level staff upwards
ConclusionDesigning a leadership programme for a public sector organisation is an investment in the future effectiveness and resilience of public service. By grounding your approach in organisational strategy, embracing diverse learning methods, and fostering an ethical, inclusive culture, you can nurture leaders equipped to serve with vision, integrity, and impact. The programme should be dynamic, responsive to change, and embedded in the rhythms and realities of public sector life, so that its benefits echo throughout the organisation and the communities it serves.

    Author

    Philip Atkinson is a strategic advisor, trainer, mentor and author of books and articles on organizational change and leadership

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