Insights
Reflections on leadership, regulation and decision-making in complex environments.
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Leadership is often judged by outcomes. In reality, it is most clearly revealed in moments of uncertainty. In highly regulated sectors, complex situations rarely arise from a single issue. They tend to develop at the intersection of regulation, public trust, commercial priorities and stakeholder expectations.
There is often pressure to act quickly. In my experience, the more effective approach is to take the time to understand the situation properly before responding. Clarity matters more than speed. Decisions taken early can shape the trajectory of an issue for years. Ultimately, leadership in these situations comes down to judgement — understanding not only the immediate issue, but the broader consequences of how it is handled.
Maree Gallagher advises CEOs and boards through MGA | Maree Gallagher Advisory, alongside her work with colleagues at Covington & Burling.
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The first 24 hours of a crisis are rarely about having all the answers. They are about understanding what is known, what is not yet clear, and who needs to be involved. There is often pressure to respond immediately.
But early decisions made without clarity can create challenges that are difficult to unwind. The most effective leadership teams focus first on establishing a clear internal understanding before taking external positions. A considered initial response is almost always more valuable than a fast one.
Maree Gallagher advises CEOs and boards through MGA | Maree Gallagher Advisory, alongside her work with colleagues at Covington & Burling.
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Regulation is often treated as a compliance issue. In reality, it is frequently a strategic risk. In sectors such as agrifood and life sciences, regulatory developments can affect markets, supply chains and public trust. The most effective organisations consider regulatory risk as part of strategic decision-making, not something to address after the fact.
That requires judgement — understanding how regulatory, commercial and reputational factors interact.
Maree Gallagher advises CEOs and boards through MGA | Maree Gallagher Advisory, alongside her work with colleagues at Covington & Burling.
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In complex situations, leadership teams are often operating under significant pressure. Decisions are shaped by internal dynamics, external expectations and time constraints. In that environment, an independent perspective can be valuable. Not to replace internal expertise, but to provide clarity.
Someone outside the day-to-day dynamics of the organisation can often see the situation differently — and ask questions that might otherwise not be considered.
Maree Gallagher advises CEOs and boards through MGA | Maree Gallagher Advisory, alongside her work with colleagues at Covington & Burling.