Around this time last year I had the most difficult conversation of my life. I was a few months away from becoming ACCA’s new president and couldn’t wait to get on with the job of representing you and our profession in every way I could. Then my doctor gave me the news everyone dreads: I had cancer. To stop it spreading, I would have to lose my left leg.
My wife and I talked calmly with the doctor about what was to come – the operation and its aftermath. We drove home in a daze. Sunshine filtered through the trees at the side of the road, but the mood was anything but sunny.
Then I had to have another hard conversation, when I asked our chief executive, Helen Brand, if I would have to resign on health grounds. Her instant answer set the tone for the amazing responses I have since received from everyone in ACCA, members and colleagues alike. ‘Ronnie,’ she said, ‘there’s no reason to resign. Inclusion is one of our values. Everyone will support and help you.’
I can now zip around the place in my wheelchair, and I couldn’t be happier
And she was right. There are many things I love about being involved in ACCA, and Helen’s response – which has been backed up by actions – underlines that we don’t just talk about our values, we live them. They are not words on a page. They are real.
After the operation, and when my treatment, doctor and – most importantly – my wife permitted, I carried on with my work as president. I can now attend events and zip around the place in my wheelchair, and I couldn’t be happier. Everywhere I go I am met with understanding, kindness and – a word we don’t use much in our work lives – love.
The power of purpose
It has given me an even stronger conviction that ‘purpose’ is the greatest motivator. I am certain that the purpose of serving as your president has speeded my recovery, and I am delighted to say that I feel fine and plan to be around for many more summers and Council meetings to come – aided by brilliant medical care and the daily intake of seemingly every drug known to humanity. I have, however, finally recognised – perhaps a few decades later than I should – that I am not going to be the next George Best, a footballer from my part of the world who played for Manchester United in the 60s and 70s, and regarded as one of the greatest footballing talents of all time.
My condition hasn’t been a secret, but I haven’t broadcast it because there didn’t seem any need. I raise it now simply because it throws light on the question of the values that people live by – and the values that govern organisations and even nations, as we are seeing with elections all over the world this year.
Every organisation needs a clear set of values accepted by everyone, from top to bottom
We see so many damaging examples of what happens when an organisation’s stated values clash with the reality of their actions. In the UK, for example, too many people still live with the fallout from their wrongful conviction for fraud based on false accusations and a cover-up by their employer, the Post Office, whose stated corporate purpose is: ‘We’re here, in person, for the people who rely on us.’
I was thrilled that, last month, we launched our report on bribery and corruption. It describes how every organisation needs a clear set of values that are understood and accepted by everyone, from top to bottom.
I know in my heart that my colleagues and friends right across ACCA live and breathe our values of innovation, integrity and, yes, inclusion, every day of their lives. I know it’s true because of my experience in the difficult months since last summer. And that makes me prouder than I can possibly say.
