The author is chief executive of Barclays and writes in a personal capacity world cancer day
I was diagnosed with non-Hodgkin lymphoma, a blood cancer, in November 2022, just in time for my first anniversary as chief executive of the global bank, Barclays. My first reaction was to understand the diagnosis, prognosis and treatment, worry about the new burden on my family, and arrange for my medical care. Then, as a chief executive, I had to consider public disclosure and managing my job through treatment.
Disclosure was the easy part – with my therapist’s advice, I was able to articulate the diagnosis and possibilities. The response from LinkedIn was overwhelming.
The doctors said I could work through most of the treatment. This raised two uncomfortably clear questions: How should I spend my time and where would I add the greatest value?
However, in thinking about it this way, I made my first mistake. In this article I wanted to share what I learned from my experience working with cancer both professionally and personally.
be prepared to explain your choice
To my great surprise, among the many messages of support a significant minority questioned my choice to work during treatment. They wondered if it was a form of privilege, with my role denying me the flexibility many others have. Some even asked whether it was CEO swagger or, worse, “negative virtue signalling,” implying that it was wrong for others to take full medical leave to heal themselves. Others felt that my apparent reluctance to “quit” was a problem.
Cancer is certainly a widespread disease, and treatments vary. placed relatively manageable demands on my time and energy. With other treatments, my decision may have been different. I wanted to work because I enjoy it. I quickly made it clear that the decision to act was mine alone, and that neither Barclays nor I would expect others to do so if they were unwilling or unable. My choices were neither a model nor a requirement for others, and although they were right for me, I wish I had been more sensitive to this notion in the beginning.
draw lines quickly
Barclays is a large organisation, employing around 90,000 people worldwide, processing millions of transactions for customers large and small every day. The reality is that all of this happens without my direct involvement anyway and I could have pretty much gotten off on my own. On the other hand, I must be involved in important operational and business decisions, including investments, that ensure these transactions are processed smoothly. There are many things in between, however, and I found it useful to quickly lay out some principles for the time being.
Use Absence to Strengthen the Management Team
You will have to have full faith in your colleagues to handle the responsibilities you are leaving temporarily. Senior executive teams are comprised of high-achieving, thought leaders – that’s what got them there. Shelves of management books recommend building cohesive teams that work together as a whole with a shared vision. In fact, teamwork is always a work in progress. If it were that easy to do in practice, these books would not exist.
However, the human condition and our unforeseen difficulties – gratifying – prompt reconciliation. After working with my colleagues for many years, I have the confidence that they will step into any gap and I feel rewarded by their increasing ownership of business strategy and execution.
preserve the personal touch
During my few months of treatment, I was required to be out of the office, unable to commute to our branches, visit regional locations, walk the trading floors, speak with associates in cafeterias, lobbies and elevators, or attend client meetings. to join. I always knew I would miss the constant contact and tried to stay accessible and responsive over email, and I never stopped calling colleagues and clients. All this may not have been necessary but I enjoyed it: it is important not only to do what you need but also what you like.
There is little ‘doing time’ cost
This is the area where I have struggled the most. It has been a habit of working life to constantly take the pulse of the markets, our business activity and progress in several projects. In doing so, I took in a large amount of information and expected to filter out the signal from the noise. Now, with fewer opportunities to probe colleagues, I had to decide which questions mattered—and when I should engage with them. This is a habit I should have developed more carefully earlier.
More ‘thinking time’ is a benefit
One advantage of a slightly lighter schedule and relative confinement is that I have been able to be more reflective about my role. I find that my comparative advantage for the firm is to be a more strategic and deliberative leader, who acts less often but more thoughtfully, and trusts his colleagues more.
Seek Mental Health and Normality
As anyone who has been diagnosed with cancer will know, there are many deeply intense personal and emotional aspects of one’s illness that certainly outweigh professional issues. Fundamentally, undergoing cancer treatment is a struggle between short-term suffering and the expectation of long-term health. Our emotional happiness, physical well-being, and friendships are affected by social restrictions resulting from illness, treatment, and weakened health and immunity. However, these human qualities are exactly what we need to help us endure the treatment.
Promoting mental health is an accepted part of modern cancer treatment. Even in perfect health, our equanimity is burdened by endless stresses. Chemotherapy regimens, which produce an euphoric high followed by a low of sadness, do not help. Fortunately, these lows are short-lived and relatively predictable. I’ve found that both the swings and the deep malaise can be countered by continuing to do activities that naturally bring me joy and comfort, such as sleep, yoga, and TV.
Even if the body doesn’t feel well, physical activity is necessary to create a sense of normality. A temporary uplift of energy reminds us of what was and will be. One tip that many other people gave me, and I follow, is to talk to the nursing and clinical staff about how best to administer the treatment – minimizing its side effects on the body comes with great joy!
Our sources of support and human connection come mostly from those closest to us: family, friends, and co-workers. There is nothing more helpful than, as Shakespeare tells us, “that blesses him that gives and that takes away”.
I also found encouragement from some unexpected sources: two CEOs with family and personal experience with lymphoma; a colleague’s sister who, while bravely enduring her own struggles, has created a refreshingly original and positive outlook on life; Most inspiring, a note from a colleague’s young son, who had recently overcome medulloblastoma at age five after brutal treatment.
Individuals who receive a cancer diagnosis must decide for themselves whether they are able and willing to work during treatment – and they must be able to change their mind. Whatever they choose, they may find that cancer also presents an opportunity: to build resilience, to gain empathy, to strengthen old friendships and forge new ones, and, above all, to increase self-awareness.
For this hope and choice, we should all be very grateful to the scientific and medical community.
