Hi, I'm Lee Whitmore

As a leader, I believe in straightforward communication. You'll never need to second-guess my intentions or where I stand on an issue. My aim is always to share as much information as possible, fostering an environment of transparency and trust. Should there be something I can't disclose, I'll make sure to explain the reasons why.

When something isn't quite right, you can count on me to be direct and clear in my feedback. I believe in maintaining a professional and composed demeanour, ensuring that conversations, even challenging ones, remain constructive and focused on solutions.

I approach every situation with an open and enquiring mind. I'm inherently curious, driven to understand the 'how' and 'why' behind processes, decisions, and differing perspectives. This curiosity extends to valuing diverse viewpoints and challenging the status quo – not for the sake of it, but to drive improvement and innovation.

You'll find I'm not constrained by the need to be universally liked. My commitment is to what is right for the organisation and the people I serve, and I'm prepared to respectfully challenge even the most senior voices in the room if I believe it's in the best interest of our shared goals.

While I'm capable of diving into the specifics when necessary, my natural inclination and true value lie in operating at a strategic level. My focus is on the bigger picture, shaping direction, and empowering others to manage the detail.

At the heart of my leadership philosophy is a strong belief in the power of focus. I genuinely believe that concentrated effort is the most effective tactic for driving both productivity and quality. Imagine what we can achieve in a single hour of uninterrupted focus compared to a whole day riddled with distractions – the difference is profound.

My conviction is that leaders lead. While there might be moments where stepping in to support your team with their work feels necessary, it's crucial to recognise the inherent cost of doing so. This isn't to say it's never appropriate, but rather that a conscious assessment of the impact on your strategic oversight and the team's development must always precede such a choice. True leadership lies in empowering your team to excel, rather than consistently doing their work for them.

Furthermore, leaders consistently do the right thing, precisely when it needs to be done. The ultimate testament to effective leadership isn't just what happens when you're present, but the positive actions and continued excellence that unfold even in your absence. This speaks volumes about the culture you've cultivated and the capabilities you've nurtured within your team.

A core tenet I live by is that "the standard you walk past is the standard you set." This means that every unchallenged oversight, every accepted compromise, subtly lowers the bar for everyone. As leaders, our role is to actively create a culture that relentlessly focuses on excellence, where high standards are not just expected, but consistently upheld. In this environment, there's no room for blame or excuses; only accountability, continuous learning, and a shared commitment to achieving our best.

To truly get the best out of our collaboration, here are some key principles I value:

Communicate Directly and Openly: More than anything, I value direct, live conversation. There's an unparalleled clarity and richness that comes from real-time dialogue, allowing us to delve into nuances and resolve issues efficiently. Don't hesitate to pick up the phone or schedule a quick chat; it's always my preferred method for meaningful interaction.

Assume Positive Intent: Please always assume that my intentions are positive and constructive. My singular goal is to help you become the very best leader you can be, and I am genuinely committed to doing everything within my power to support your journey. Keep this foundational fact in mind during every interaction we have, as it underpins all my feedback and guidance.

Embrace Bravery and Action: I value courage. If you're operating with good intent and diligence in your approach, I'm more than willing to overlook minor missteps or unforeseen challenges. I will wholeheartedly put my neck on the line to support well-intended decisions that, for whatever reason, didn't quite go to plan. However, what I cannot defend, and what truly hinders progress, is inaction. Taking a well-considered risk is always preferable to doing nothing.

Challenge My Thinking: Finally, I actively encourage you to challenge me. Even if you ultimately agree with a point, a positive, thoughtful challenge is incredibly healthy. It sharpens our collective thinking, helps us refine strategies, and ensures we've explored every angle. This isn't about disagreement for disagreement's sake, but about fostering an environment of robust intellectual curiosity and continuous improvement.

Leaders not taking swift decisive action to address poor behaviour or bad attitudes.

Anyone defaulting to norms, habits, or “just following orders” inWhile I champion empowerment and positive intent, there are certain behaviours and approaches that genuinely challenge my ability to lead effectively and build a high-performing culture. These are not about personal preferences, but about foundational elements that can undermine progress and trust:

Inaction in the Face of Poor Behaviour: I find it incredibly difficult to tolerate when leaders fail to take swift, decisive action to address poor behaviour or detrimental attitudes. Allowing such issues to fester erodes trust, demoralises teams, and ultimately lowers the standard for everyone. Strong leadership requires courageous intervention for the good of the whole.

Mindless Conformity over Critical Thought: I have little patience for defaulting to established norms, old habits, or "just following orders" when the situation clearly demands a more thoughtful, innovative, or principled approach. Leaders, particularly, must cultivate a critical mindset, questioning when necessary and always striving to do what is truly needed, rather than simply what has always been done.

Defeatist Attitudes: A 'can't do' or defeatist attitude is a significant barrier to progress. While acknowledging challenges is crucial, a persistent focus on why something cannot be done, rather than exploring how it can, stifles innovation and drains collective energy. I value resilience and a proactive approach to overcoming obstacles.

Obscuring Reality: Hiding bad news or actively covering up problems is detrimental to trust and effective decision-making. My belief is in transparent communication, even when the news is difficult. Addressing issues head-on is the only way to find solutions and move forward.

Undermining Collaborative Decisions: The "meeting after the meeting," where decisions made in a collective forum are covertly undermined, is something I find particularly challenging. It erodes confidence in leadership, creates silos, and wastes valuable time. I advocate for open discussion in the formal setting, and then unified support once a decision is made.

Selfish Decision-Making: Decisions driven solely by personal gain or convenience, without due consideration for the wider team, organisation, or public good, are fundamentally misaligned with effective leadership. My focus is always on the collective benefit and the greater purpose.

Misplaced Urgency: I struggle with the arbitrary ascription of "urgency" to requests or expectations without proper consideration for the broader strategic picture and what is truly realistic. True urgency is rare and should be reserved for genuine critical needs, not used as a default to bypass thoughtful planning and prioritisation. a situation when they ought to have know something else was needed.