Denial Anger Bargaining Depression Acceptance

Roger Ebert, american film critic.

Roger Ebert, american film critic. (Photo credit: Wikipedia)

There are supposedly five stages of grief associated with significant change.  Elizabeth-Kubler Ross identified them as Denial, Anger, Bargaining, Depression and Acceptance.

 

Without commenting on the politics involved it seemed to me that people in Durham – and elsewhere – celebrating Lady Thatcher’s demise were acting out their anger.  They were nowhere near accepting that changes had affected local, national and international communities.

 

Lady Thatcher’s biographer, Charles Moore, singled out the BBC as a broadcast outlet which ‘behaved badly’ in stirring up non-issues about Thatcher dissenters.   In his grief he may have experienced some denial, as Sky News coverage of anti-Thatcher sentiments seemed to be just as extensive.

 

US film critic Roger Ebert’s inspiring achievements (both before his 2006 life-changing health crisis and subsequently) are also food for thought regarding the five stages model.  The BBC’s Ouch blog posting below contains details.

 

http://www.telegraph.co.uk/news/politics/margaret-thatcher/10001850/BBC-behaved-badly-over-Margaret-Thatchers-death-says-official-biographer.html

 

http://www.bbc.co.uk/news/blogs-ouch-22183313

The Iron Lady

English: Margaret Thatcher, former UK PM. Fran...

English: Margaret Thatcher, former UK PM. Français : Margaret Thatcher 日本語: 「鉄の女」サッチャー英首相 Nederlands: Margaret Thatcher Svenska: Margaret Thatcher som oppositionsledare 1975 Русский: Маргарет Тэтчер, бывшая премьер-министр Великобритании (Photo credit: Wikipedia)

Here is a post I promised earlier concerning the Iron Lady.

Back in the spring of 1979 at my school Mr Robinson’s sociology class was set a topical assignment. We were given a project brief to write about the upcoming election in any way we chose.

I chose to survey the local shop keepers’ voing intentions; cut the editorials out of the newspaper; and watch a range of political programmes on BBC and ITV (this was years before multiple channels and social media).

Being a bit retentive I still have the project I completed all that time ago. It is quite something to look back at what I wrote then, a few days after Lady Thatcher‘s funeral service at St Paul’s Cathedral.

My conclusion in 1979 was that Mrs Thatcher won the election because workers wanted her to control their soaring taxes.  I also thought that underneath her ‘mother knows best’ persona was a much harder woman, who could do battle with the best of them.  I additionally thought that her offer to strivers, council house tenants, and small business people seemed to have helped her secure her victroy.

Who knew then that, subsequently, war in the Falkland Islands; struggles with the National Union of Mineworkers; establishing the Right To Buy council houses and the deregulatory ‘Big Bang’ in the City of London would help her toward two further election victories and cement her reputation as one of the significant political presences of the post-war era.

Amazing what can be achieved with a strong sense of self-esteem; defining set of values (Thatcherism) ;coaching to establish a powerful personal brand; and an instinct for meeting the aspirations of the politically non-aligned.

Even then it was possible to see that by standing out so clearly from the political crowd she would distinguish herself one way, or another.

Women Mean Business

Middle Management

Middle Management (Photo credit: p_a_h)

For obvious reasons last week saw a bit of commentary about women in leadership roles (and I will blog about Lady Thatcher later on, but not I think the Tribunal case involving Stella English, Lord Sugar’s former Apprentice).

 

Meanwhile there is plenty to chew over in the latest Cranfield School of Management research on female board level appointments.  Apparently the rate at which women are making it to the top is slowing: confidence is still the issue.

 

If confidence is the cornerstone of achievement, the implication from Cranfield is that too few women in middle management have it.  They lack the potent belief in themselves that could take them to the top.  Perhaps men in line for top jobs will take the chance that they are good enough for the promotion right now, where women will be more cautious.

 

It seems the challenge for senior managers, as they nurture junior talent, remains:

 

–       Spotting potential high flyers, irrespective of gender or other differences

 

–       Providing them with opportunities to shine

 

–       Supporting them as their confidence grows

 

http://www.guardian.co.uk/commentisfree/2013/apr/11/every-woman-boardroom-pull-more-up