Summer is upon us in the UK. A time for rest, renewal and much needed reflection. For those of us in London, these last few weeks have been sobering, as terrorism has once again left it’s indelible mark upon our corporate consciousness. Some have lost loved ones, others still wrestle with physical healing from their injuries. Some bear scars which will remain long after their hospital discharge.

Those who have matured in the era of the Good Friday Agreement in Ulster have lost their ‘terrorism virginity;’ the older among us sense echoes of IRA bombing campaigns.

Inevitably comparisons have been drawn with 9/11 in New York. The loss of innocent life, the searing of public security, the heroism of emergency services – all have powerful consistencies. Yet as I reflected on these terrible events, other similarities came to mind.

As the dust settled, stories began to emerge of the remarkable examples of leadership that had been expressed by un-named, unknown heroes. In the midst of the terror, the acrid smoke and ensuing panic men and women took it upon themselves to lead. They brought calm and comfort, tended to wounds, led crowds down darkened tunnels, co-ordinated, communicated and brought security to the fearful.

This same ‘hidden leadership’ bubbled to the surface in America during 9/11. A business colleague from another finance centre in the US told how, in the hours that followed the attack on the Twin Towers, his own office tower resonated with insecurity, fearing that they would be next.

The amazing thing he noticed was that some of his ‘main guys’ began to panic and fall to pieces. At the same time the 21 year-old temp ‘worked’ the room, connecting with frightened individuals, providing assurance and encouragement. She was a beacon of stability and certainty when all about her seemed to be falling apart.

In my work of coaching leaders I often hear stories of this ‘hidden leadership’ that has manifested itself in profound ways. It seems often that only extra-ordinary events give this leadership permission to emerge. My wonder is ‘why does it have to be this way?’

Our companies, offices, organisations and communities are filled with these people. Individuals with submerged talent and capacity that – up until this point remains untapped. Literally, they are bursting with potential, capability; deep and rich resource that could impact your organisation in wonderful ways.

So whilst you refresh and renew over the summer, reflect upon the hidden talent that exists within your organisation and consider how, in contexts removed from that of the ‘extraordinary’, this talent might be released.

Phil Wall
CEO