Government: Leadership Training

Lord Farmer Excerpts

Thursday 16th September 2021 Lords Chamber

[Lord Farmer (Con)]

My Lords, I join other noble Lords in thanking my noble friend Lord Norton for this timely debate, which I fully support. I follow the noble Baroness, Lady Fox of Buckley, by admitting that I come to it somewhat humbly, acknowledging my lack of experience as a Minister, an MP or a civil servant.

Over the past 18 months, we have become more aware than ever of the importance of effective government, which requires excellence in leadership. When the control of the state extends over our social lives, our access to workplaces, healthcare and leisure facilities and our ability to travel freely, it is terrifying to think that incompetence might hold sway for want of core leadership skills. Among those, I give pre-eminence to the ability to exercise courage and servant leadership, which are mutually interdependent, in pursuit of the common good. Political elites should always be focused on pursuing this, but their hypercompetitiveness and electoral short-termism make courage and servant leadership particularly elusive traits.

Moreover, “Gotcha!” politics has become supercharged by cancel culture: pitiless condemnation of what people say—let alone do—which makes it more difficult than ever to act with courage. Anonymous social media bullies seek to destroy through fear the man or woman who, in Theodore Roosevelt’s words,

“is actually in the arena, whose face is marred by dust and sweat and blood; … who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds”.

Good governance always requires taking risks, for the present incumbents to realise long-term rewards which may accrue to other political parties and leaders.

The implementation of my two reviews commissioned by the Ministry of Justice required political and civil service leaders to invest faith and money in the ability of healthy relationships with families and others to reap significant rehabilitation rewards. In the short term, this meant, for example: allowing access to iPads for video visits; home leaves on temporary licence; and enabling more women to stay with babies born during or shortly before their sentence. Retrospective research findings, such as reoffending being 39% less likely when prisoners had received family visits, suggest good outcomes will ensue from such measures, but prospective, longitudinal studies showing reductions in intergenerational crime and long-term desistance, are likely to take more than a decade to yield the irrefutable data that many leaders prefer to act on when making seemingly risky decisions.

Academic business studies expose the limits of such “vigilant” leadership. This is when decision-makers work

“to the best of their limited abilities, within the confines of available organizational resources, to exercise all the caution they can to avoid mistakes in the essential tasks of information search, deliberation, and planning.”

To me, this emphasis on caution, avoiding risks and bureaucratic decision-making can and does stifle initiative and innovation and quenches the spirit of adventure. It can eliminate the need for courage, whereas judging risk/reward ratios and courageously acting on them demands it.

Research on how senior leaders in the US federal Government made their most difficult decisions considered whether they employed this “vigilant” approach to decisions involving informational, technical or political complexity. Notably, leaders said that their most difficult decisions required courage. Those courageous decisions were made after personal reflection and/or consulting a small number of trusted advisers, rather than in ways that could be described as “vigilant”. The researchers concluded that complex decisions required leaders and their advisers to be “ambidextrous”—systematic and highly rigorous but also able, when courage was needed, to stick their heads above the parapet and take risks to reap potentially great rewards.

However, how does one train to develop a courageous risk-reward mindset? It has to be modelled from the top and is closely linked to servant leadership that focuses on the growth and well-being of those being led. I am a Christian and follow the most successful servant leader of all time, who was fundamentally characterised by humility, Jesus Christ, who described his heart as humble and lowly. He is not a bad model to look at even for those who are not Christians.

For the purposes of this debate, servant leadership includes demonstrating loyalty to those above and below oneself in the ministerial hierarchy or Civil Service grade structure and, of course, ultimately to the people of this country—again seeking their common good. Organisational culture experts describe how servant-led employees do not fear being punished for taking risks and trying to do the right thing, as long as their actions align with their organisation’s goals, mission and core values. This makes them perform at more of a risk-taking level. Imagine if the whole of government—politicians and the Civil Service—were infused throughout with courage and servant leadership, where responsibility lies where it should and subordinates are not sent over the top to take the flak.

I know that there is a view that those most senior should be protected where possible from the full force of opposition, but preparing for this debate put me in mind of the Battle of Waterloo, where my great-great-great-grandfather lost an arm. As many in this House will know, Waterloo was a slaughterhouse, the worst carnage in the Napoleonic wars, with huge pressure on British officers, a vast amount of whom were killed or badly wounded. In those days, officers led from the front, exposing themselves to great risk of loss, balanced with the reward of glory in service to their country. We need to see a revival of that courage and servant-mindedness in Whitehall and Westminster today.