Polarity. We see and hear it in our news – US versus China, Russia versus Ukraine, Labour versus National, conservative versus woke. Here and globally, life appears more polarised, and we are all drawn into it.

While protests are a necessary element of societal change, the protest temperature worldwide appears to have lifted a notch, and social media seems to be the fuel of choice. We saw evidence of polarity on Capitol Hill, our Parliament grounds, anti-vaccination protests, a convoy of tractors on the harbour bridge, people marching for climate change, and co-governance debates versus the status quo. We can see these divisions between countries, workplaces and even our families.

Is it simply stereotyping, or is the divide becoming more challenging to manage?

When it comes to working with my clients in executive recruitment, governance, and leadership, we constantly seek people who can manage and accept differences in a room, be comfortable with diversity of thought and disagreement, and who can work through polarity.  

This can make it frustrating for single-minded people. But we see those counties, organisations and people who can adapt and navigate and pull discord together often prosper. It is these leaders that can manage complex problems and uncertain times.

I recently attended a fantastic presentation at the Institute of Directors, by Andrew Grant, from McKinsey and Co. He spoke about this on a global stage – it was fascinating and thought-provoking. Grant identified tools that can assist your Board or Council.

• Know your team's collective purpose or focus.
• Understand your organisational story/narrative/essence.
• Understand your risks. Keeping your organisation match-fit and toned.
• Strengthen your team’s cultural cohesiveness. 

Grant observes that even world powers with fundamental differences can make progress if they work within distinct subjects, areas on which they can agree. He says those who truly advance stay in the 'swim lanes'. However, he advises to be aware of sensitive areas or fundamental differences which might need to be parked.

How do we spot people with these leadership skills, and enable them to do their best work? Can you empower them in your organisation?

Whether executives, mayors, board members or councillors, I believe it is these leaders who will shape our future.

Pamela Peters

Senior Consultant