What we truly need are 12 strong leaders and 26 team players

Over the years, we’ve heard our island’s troubles blamed repeatedly on ‘poor leadership’. But I believe the root cause is not leadership alone – it’s poor teamwork among our rank-and-file politicians and suboptimal civil service commercial expertise.

Views within the States, as well as in the wider community, have become more polarised, diverse, and entrenched than ever. This isn’t unique to Guernsey. The rise of social media and ‘Trumpism’ has normalised the expression of previously unpalatable views without consequence. Across the globe, we see increasing polarisation that renders societies harder to govern. Unfortunately, this dynamic isn’t accidental. Bad state actors and authoritarian regimes exploit Western freedoms – particularly free speech – to sow division and stoke hatred. They weaponise our values against us, creating conflict and distrust in democratic systems. Guernsey is not immune to this trend, and we see its effects in the widening divisions within our government.

This polarisation is mirrored in our local media and online platforms, making the role of a politician increasingly difficult and thankless. The environment has become more toxic, discouraging many capable individuals from considering public office. Why would anyone willingly step into such a hostile arena?

With a small government, Guernsey must carefully consider how to attract and elect candidates who can work together effectively. What we truly need are 12 strong leaders and 26 team players, capable of uniting around common goals. Instead, we have 38 individuals, many of whom believe they are leaders and are predisposed to reject collaboration. Great leaders, it’s often said, are rarely great team players – a dynamic that undermines our political effectiveness.

These days, I’m less concerned with what a politician thinks or says, I do not care about their opinions, I care about what they achieve or will achieve. To that end, we should encourage candidates to present clear, actionable manifestos that outline what they will do in their term in office. More importantly, they should explain why we should believe in their ability to deliver. By focusing on outcomes and accountability, we may foster a government better equipped to compromise, collaborate, and deliver real progress.

Crucial to any newly-elected government and the new States CEO’s success, is the ability of the civil service to execute. The definition of stupid is often said to be doing the same thing over and over and expecting a different outcome. While above we explore how the electorate might select candidates, those successful in an election will need to rely on the civil service and its leadership. If the new States CEO does not have the support and power to build the dynamic leadership team he needs to do the job, then we will have set both him and new deputies up to fail in expecting a different outcome.

MARC LAINE