Policy expertise alone isn't enough in Brussels
"The successful leaders of tomorrow will be those who understand that their talent dilemma can only be solved by investing in, nurturing, and supporting talent through a 'social contract' that understands today's employees don't just desire, but expect a more agile, flexible working environment and a better work-life balance—especially in the midst of a pervasive cost of living crisis." - Nhlamu Dlomu, Global Head of People, KPMG International SHAPE TALENT
The confusion
During the last A Better Brussels listening session, I was struck by how easily many of us deflected blame for poor people management onto team members who are merely fulfilling their roles. These team members, we reflected, often feel powerless to redirect the responsibility back to their bosses, where it should truly belong?!
During numerous informal coffee catchups in Brussels, you will hear people questioning themselves, "Is it me? Am I misunderstanding my role? How am I not the right fit, despite multiple interviews, despite following direction? It must be me, as my boss is so knowledgeable, charismatic, and well-connected.”
There’s always this recurring theme: experts in policy or legal have been seen to wield power without necessarily being good at managing people. Should they be taking people management training, like we expect training certificates from our plumbers, nurses, construction workers?
The just-because defense
Let’s set the record straight: expertise in one area doesn’t automatically qualify someone to manage a team effectively. Good for you that you climbed the Brussels ladder on merit (and some privilege), played the political game, networked your heart out, and can engage in policy speak, all very commendable stuff. However, just because we are understanding, and follow your lead doesn't grant you the right to adopt the toxic habits of those before you.
Explaining the distinction: sophisticated toxicity vs. constructive people management
It’s common for highly self-aware Brussels pros to internalise the toxic mix of high expectations and micromanagement from their bosses, resulting in serious self-doubt, imposter syndrome, burn out and more.
This ‘sophisticated toxicity', as I have started to call it, often masquerades as charismatic leadership, where policy experts box in really good talent and stifle their diversity of thought, perspectives, and strategies under the guise of direction and order.
We really need to push back genuinely toxic behaviors by bosses and speak up for more effective, constructive people management. Easier said than done. I hear ya. (here’s me trying).
But for far too long, the narrative has been, "That's just Brussels, get over it. But have you done this, or have you done that? You must do this or that." This shifts the responsibility of uplifting and supporting team members onto those working tirelessly behind the scenes to help these leaders deliver results on legislative files. Come on, this responsibility should squarely fall on the bosses themselves, the true stewards of Brussels' policymaking orgs.
Toward better leadership
While you are here, here are a few key differences to consider:
Micromanagement vs independence: Excessive control over every work detail vs. encouraging independence and trusting team members to manage their responsibilities effectively.
Extended work hours vs respect for time: Expecting extended work hours without compensation vs. managing tasks with clear priorities, fair compensation, and respect for personal time.
Expectation of immediate response vs effective workflows: Disrupting productivity for quick responses vs. prioritising efficient workflows and respecting ongoing tasks.
Stereotyping vs valued diversity: Outdated stereotypes in roles vs. celebrating diversity of thought, perspectives and strategies.
Fruit baskets and team-building getaways vs meaningful changes based on employee feedback: Using perks as a substitute for genuine culture vs. delivering meaningful enhancements to employees' quality of life and job satisfaction based on their feedback.
Busyness as a status symbol vs valuing effective work: Glorifying busyness as an indicator of success vs. valuing effective work that leads to meaningful results without burnout.
The beauty of the first A Better Brussels listening session was the consideration many showed to the incredible dedication and heavy responsibilities that bosses carry—from meeting the expectations of members, funders, U. S. colleagues to delivering substantial policy outcomes. It was a powerful reminder that we're all part of one team and that my growth should be intertwined with yours. And just because I look different or express differently, doesn’t diminish our European identity.
More opportunities for listening and learning are planned. The next A Better Brussels listening session is happening on 24th October. Register if you want to be heard (Plus it helps us ensure there’s enough food and space for everyone!) :)
