An opportunity for Theresa May and Jeremy Corbyn
A few years ago I wrote an editorial on authoritative practice in child protection. The concepts I explored in that editorial, and later developed in our 2011-14 Triennial Review of Serious Case Reviews have formed the basis of what I have striven for in my own safeguarding practice. It seems to me that these principles of authoritative leadership are what is so badly needed in today’s political storms.
At the heart of authoritative leadership are three values of authority, empathy (or compassion), and humility.
In her speech yesterday, Theresa May reached out to the leader of the opposition, Jeremy Corbyn, offering to work with him to try and find a way forward for Brexit. In doing so, I believe that she was showing the marks of a true leader, and opening an opportunity for both of them to display the kind of authoritative leadership that our country so badly needs. She has come under intense criticism for doing so, both from the media and from her own party, with her approach being condemned as a sign of weakness.
Far from being a sign of weakness, I think Theresa May has shown both courage and integrity. I hope that Jeremy Corbyn will show the same courage and integrity in response.
Authority
In my 2013 Editorial, I suggested that
‘Authority, properly understood, is not assumed or unregulated power, but something that is earned, and is dependent on the holder’s character, knowledge and skills as much as their position.’
I may not agree with everything that either Theresa May or Jeremy Corbyn say, do, or stand for, but one thing I admire in both of them is their integrity. It seems to me that they both hold strong principles and genuinely are striving to do what is best for this country and its people. They have held to these principles, even in the face of criticism from within their own party.
It seems to me that true authority arises not from unilateral, assumed or unregulated power but from relational power, and this is what is needed in our current political climate.
‘Relational power may be seen as including three elements: the ability to be actively and intentionally open to the world around us; the capacity to create ourselves out of relationships with others; and the ability to sustain internal relationships, to influence others by having first been influenced by them.’ (Mesle, CR. 2016 Relational Power, Personhood and Organizations)
Empathy
To be open and attentive to the rights and needs of those around us, to actively listen and learn from them, and to support while being prepared to challenge and not collude are marks of true leadership. This is the kind of political leadership we have seen recently in New Zealand Prime Minister, Jacinda Ardern in her response to the shootings in Christchurch.
I was challenged recently to listen more to those who are arguing in favour of Brexit, rather than remaining entrenched in my own views; to seek to understand why others take the position they do, and to see that in terms of those who see leaving the EU as a route towards greater justice. I may not agree with their conclusions, but my friends were absolutely right – I do need to look at the other side of the coin and not dismiss those views that run counter to my own.
In her speech, Theresa May described Brexit as something ‘that the British people voted for’. It may be just a small change in language, but this came as a breath of fresh air amidst the ongoing claims that Brexit represents ‘the will of the people’. By referring to leaving the EU as what the people voted for acknowledges that this was what 17 million people voted for 3 years ago, in response to what has been shown to be a flawed referendum. It leaves the door open to recognising that this may not any longer represent the will of the people. Perhaps in this, our prime minister is showing the seeds of empathy and listening.
Humility
Humility is the value that is perhaps most misunderstood and frowned on in relation to authoritative leadership, and yet I believe it is the most crucial component of such leadership.
Humility needs to be understood, not in a derogatory or self‐deprecating way, but as a positive quality that enables leaders to recognise their own limitations, to acknowledge and use their skills and strengths, and to seek to improve their leadership.
Humility recognises that none of us possesses a monopoly of knowledge and skills; that we are interdependent on each other; and that we all have weaknesses as well as strengths, so we need to be constantly seeking to learn and to grow.
So much of what I see in parliament at the moment is arrogance, entrenched positions and self-interest dominating the debates. I long to see confident humility displayed in our leaders. I believe we caught glimpses of it in Theresa May’s speech yesterday. Jeremy Corbyn has the opportunity to take the same path. And, if they come together, I believe they could find a positive way to take us forward, whatever the final outcome may be.
A second referendum?
If Theresa May and Jeremy Corbyn wanted to show real leadership, they could do far worse than seeking to ascertain what the British public want now, in 2019, with the full facts before them and clear options to choose from. It may well be that a majority would still want to leave the EU and would support a deal to achieve that. If so, the government would have a much clearer mandate to proceed. Conversely, if a majority now voted to remain, a clear reappraisal would be needed. The government has respected the outcome of the referendum by seeking to come up with a deal; true democracy should now return to the people with that deal and any alternatives. That would be authoritative leadership in action.