As a leader, I think you’ve got to be authentic.
I think you’ve got to actually be able to inspire, motivate people,
get people to want to work with you, not just for you, and also just making sure that you act as a role model.
It’s a huge responsibility to make sure that we always keep the needs of the customer at the centre of what we do,
but balancing that with our bigger goals and our vision of a safe and a fair and prosperous UK.
For the senior leaders, I also think it’s our responsibility to ensure that we’ve set the right vision and direction for our teams.
I think you need to be able to analyse information, to come to decisions, to communicate them effectively.
But I also think more than that, you need to listen, you need to try and assimilate people’s views and you need to be
prepared to change your mind and to adapt.
Fundamentally, it’s my role as a senior leader in this organisation to look after the team, and help them to deliver.
But there is also a sort of broader leadership role.
You’re naturally one of the most senior people in the organisation, so you have responsibilities outside your immediate unit,
trying to make sure that the department is a good place for people to work and collectively is achieving its goals.
Giving people a chance to develop themselves is something I’m really passionate about and I think the Civil Service is really passionate about.
I think there’s a good infrastructure in the Home Office for support for senior leaders and I think it goes beyond senior leaders.
I think there’s good support for people at all different levels.