One of if not the major problem faced by the United Kingdom is the current Leader of Her Majesty’s Government, namely Alexander Johnston.
The problem is that in order to be the head of Government you at the very least have to be prepared to do some work and hopefully have some experience in life of actually having had to work.
Now I’m not saying that the Prime Minister has to be a 24 hour a day workaholic because if there is one thing I’ve learned in my seven decades on this planet, fifty of which in full time employment across a number of sectors, is that workaholics are self-proclaimed perfectionists – and guess what – they are nothing of the sort.
Those who claim to be workaholics because they are perfectionists are in my experience invariably suffering from some kind of diseased out of proportion sense of self-importance.
So no I don’t want a workaholic perfectionist to be the Prime Minister but at the very least what we don’t need, and in the current Covid 9 crisis more than ever, is a Prime Minister who is idle, feckless, reckless and simply has his self-absorbed ambitions confused with his capability to Govern.
As Phillip Massinger the English dramatist (1583-1640) said “he that would Govern others must first Be Master of Himself”
Good grief in Alexander Johnston we have a Prime Minister who hasn’t even managed to master control over his own desires and emotions and especially when it comes to controlling a specific part of his anatomy.
The answer the Prime Minister has come up with to conceal his incompetence is to pass the responsibility for action to others and especially to his unelected friends and advisors whilst he hides behind persona he believes shows him to be firm and rigidly statesmanlike.
It is a charade, and not only that but highlights just how much he lacks when it comes to leadership.
Good leaders, and I have been fortunate to have worked with and for a few in my lifetime, all have one thing in common and that is they have flexibility with themselves and with others to always achieve maximum effectiveness and never more so than in a crisis when the pressure was at its most intense.
They didn’t seek to play the blame game and expect others to bend the knee to them in some kind of subservient ”you are always right, master” way.
Nor did they pander too or blindly follow the advice of unelected and unqualified advisors.
If you are a leader you must be tolerant of mistakes and uneven performances if and when the demands of the role demand it.
This also means owning your own mistakes and lapses in performance, which unfortunately for the people of England is not a trait our Prime Minister is ever likely to demonstrate