By Ian McNay
This is a longer piece than usual, an essay on leadership in HE, triggered by reflections on recent events and the lessons they offer. Turbulence in political leadership has been rife in the last six months from Italy to Gambia and New Zealand; UK and USA; the Labour Party, the Conservatives, UKIP; even the Open University. Which bridges to the first of five lessons to be drawn for HE leaders.
Lesson 1: listen to those you lead
If not, they will leave you – you risk losing their support, as in the OU, their loyalty, their commitment, even their compliance. Alternative leaders will spring up. I had hoped that the discourse about ‘disconnected’ might shift after the referendum vote. That showed that it was not the underclass who had disconnected from reality, but the political class whose bubble had floated off in to some cloud cuckoo land far from the reality of ‘others’ in those parts of Britain similar to my roots, on Teesside. It could have been Ashington, Scunthorpe, Motherwell, the Welsh valleys – alien places the perceivedly posh politicians do not go to and of which they have no understanding. But, after the shock wore off, the liberal elite, with its high proportion of graduates, returned to blaming the disenchanted – Hillary Clinton’s ‘deplorables’ – for their ignorance or even lack of gratitude for what the EU/Obama had done for them. As with the rust belt in the USA, the view was that, to quote Shirley Maclaine in Sweet Charity, ‘there’s got to be something better than this’. Or even, ‘it can’t get any worse, and voting to continue means more of the same old, same old, which has done nothing for us’. So, change, any change, was seen as worth the risk, even if its proponents were lying clowns. What does that say about their views of the incumbent leaders? Continue reading