Awuese Oku, Chief Policy Development, Special Contracts and Projects Officer at African Development Bank.
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Queen Elizabeth II had a long reign of 70 years and 214 days; leaders can learn many lessons from her. Let's look at a few.
Responsibility
Both queenship and leadership carry heavy responsibilities, and Queen Elizabeth demonstrated to all leaders how to bear them.
Authenticity
She honored the commitment made on her 21st birthday to be of service to the great imperial family. For some former colonies, the political stance of Britain was not always acceptable. But every country considers its interests first in any engagement and that was her primary focus.
As a leader, be authentic; do not self-project. People naturally love, respect and gravitate toward authentic leaders.
Faith
Her faith was her strong anchor. After her coronation, she first knelt at the altar before proceeding to the throne. She summed up her faith in 2002: “I know just how much I rely on my faith to guide me through the good times and the bad. Each day is a new beginning. I know that the only way to live my life is to try to do what is right, to take the long view, to give of my best in all that the day brings, and to put my trust in God. I draw strength from the message of hope in the Christian gospel.” She often signed her communications, "Your servant, Elizabeth R."
As a leader, have a faith system that is your anchor and engenders a true servant leader. It enables acknowledgment of your frailties, mortality and the transiency of life.
Commitment
Two days before she died, she received an outgoing and appointed a new British Prime Minister. As a leader, be committed to service; get your hands in the mud before you ask your people to swim.
The queen took responsibility and apologized for mistakes made when she visited the Republic of Ireland. She apologized for the complex historical situation which had led to the death of many and noted that, with the benefit of hindsight, some things could have been done differently or not at all.
As a leader, take responsibility and apologize when you make a mistake; this increases accountability among the people you lead.
A Circle Of Trust
The queen witnessed many devastating and painful events in her long life and reign. In all of these, she made her family the center of her world. She took holidays, honored her home and was a beacon for family values. She mentored her heirs.
As a leader, have a work/life balance; respect, honor and hold your family members accountable. Give time and love to your family. Be a beacon that shines for your family.
She also had ladies-in-waiting that were her cabinet and confidants. As a leader, have a cabinet of trusted people who will let you know that you have no halo on your head. Beware of presentations made to up your ego and self-promote.
Be Humble
The queen started planning her funeral 32 years before she died. She acknowledged as Shakespeare stated in As You Like It: “All the world’s a stage, and all the men and women merely players; They have their exits and their entrances.” She acknowledged that she was a mere mortal and must take her exit one day.
As a leader, treat people right, and remember that the end for all flesh is the same: the grave. We are all operating on a metered network and once the credit runs out, the transmission stops.
At her committal service, the last act was her de-investiture. All symbols of unbroken queenship and leadership of 70 years—her crown, scepter and orb—were removed from the top of her coffin and placed on the altar. The Bishop expressed that Elizabeth will now return to her marker simply as she came 96 years ago without the trappings of royalty.
As a leader, remember that the trappings of your office will not follow you to the grave. We all return as simply as we came.
Wrapping Up
As a leader, be authentic, keep your eyes on the ball, serve your people, be kind and considerate, develop empathy and remain steadfast and unflinching in the face of adversity. Take responsibility and adapt to change. Foster trust with all; people will not always agree with you. Consider the consequences of your decisions on people. Build a pipeline of successors and mentor your successors. Aim to touch and improve the lives of people; be a servant-leader and treat the trappings of your office as transients.
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