Gareth Southgate – Social Leadership in action

From Leading Companies to Leading Communities. How Stakeholder Centricity is Moving Organisations.

The England football team made it to the Euro Championship Final this year, and they have been on a remarkable transformational journey over the last few years. Gareth Southgate, the former manager, has left an indelible mark on the sport with his unique, human-centric management style. His approach has not only improved the performance of the team but also significantly enhanced the players' overall experience.

Southgate's management style is characterised by empathy, authenticity, and a focus on the individual. He prioritises the well-being of his players, often checking on each one before every game. This approach has fostered a sense of unity and camaraderie within the team, creating a supportive and enjoyable environment. His leadership also extends beyond the pitch, recognising the social responsibility that comes with the team's influence, encouraging players to uphold strong values and integrity. He also promotes a culture of inclusivity, ensuring that each player feels comfortable expressing themselves.

Players have spoken highly of his management style. Brendan Galloway, a former member of Southgate's England Under-21 squad, praised him for his attention to individual players, stating:

"He would ask players how they're feeling and that was quite special to me because you could tell that he was a very busy man, but he always wanted them to be in the best state possible before a game".

 Luke Garbutt, another former player under Southgate, highlighted the manager's ability to manage the group as a whole, ensuring that all players felt involved and part of the tournament.

Southgate's impact on the team's performance is undeniable. Since taking over as manager in 2016, he guided England to the World Cup semi-finals for the first time in 28 years, led them to the Euro 2020 final, and reached two successive Euros finals. His win percentage of 60.5% is only surpassed by four other England men's managers. Under his leadership, England has become a resilient team that believes in itself. His focus on performance over results has helped the team deliver high levels of performance under pressure.

What can we learn from Gareth Southgate, and how does it apply in an organisational context?

While most organisations agree that ESG and the UN Sustainability Goals make sense, there is still widespread confusion about how to implement the principles and a growing industry is emerging around the increasing national directives and legislation, notably the EU CSRD.

Change is challenging, but progressive businesses see Social Leadership as an opportunity to benefit both society and organisational performance.  Key to this is harnessing the power of human connections, aligning functions towards common goals, and extending cooperation to customers, supply chains, and partners.  This “eco system-thinking” fosters trust and collaboration, which is essential for brand integrity.

Trust is crucial yet fragile. CEOs now recognise their accountability extends to society. Investing in people and collaboration, though costly, strengthens long-term reputation and financial success. People also need a compelling vision, which they help to create and which provides a sense of meaning in their work. Now is the time to refine leadership for future success, beyond seeing ESG as a compliance issue; it is a path to better business performance. Do not get left behind!

Benchmarking Social Leadership

Today’s organisations require energised and curious leaders who: 

-      Are voracious and agile learners, keen to innovate and try new methods.

-      Are ready to create change proactively – empowering prototypes from within and from the margins of the organisation.

-      Can inspire change in others with a persistent, compelling, and holistic vision

-      Develop and facilitate communities across the system who believe in this vision– harnessing the value and human connection.

-      Think with ecosystem (value chain) mindset.

-      Empower all employees, with fresh thinking. 

-      Harness their connections and networks.

-      Allow “heretical thinking”

The focus is on transferable and adaptable skills, and recognising those who excel in leadership and the need for those who have excellence in particular specialist or technical skills.   The definition of “good management” is also being redefined in its own right (as distinct from “leadership”) to include interpersonal skills, particularly listening, coaching and influencing, and clear ways to assure viable, adaptable strategy, developed collaboratively and associated implementation.  Competencies such as team analysis, development and coaching as well as systemic thinking and creating psychological safety, are now at the core of good management. 

How do you get started in your organisation?

Are you curious about the S of ESG? Are you aiming to raise awareness about sustainability leadership in your organisation and inspire your colleagues to take action? Download our guide to Social Energy find out more.    

Xenergie offers a range of benchmarking assessments for Social Leadership.  Get in touch with us to find out how to socially energise your organisation.