It probably won’t be a surprise to find I don’t particularly warm to Paul Nuttall and UKIP.
I don’t agree with their politics, so have very little time for them. However, recent news has made me have even less respect for the UKIP leader than ever.
I’m not talking about his pretence that he had close friends who apparently died at Hillsborough, which is pretty indefensible anyway.
2016 has been a funny old year. In the UK, much of the focus has been on the number of famous people who have died during the first half of the year (many unexpectedly, eg Prince, Bowie).
However, the event with possibly the longest-lasting consequences – in the UK at least – was the vote to leave the EU, ie Brexit.
As close as the final outcome was (52% v 48%), the result could have hardly been considered a surprise.
And the underlying reason is clear: racism.
“Some of my best friends are brown/black (delete as appropriate)…”
When challenged about their prejudices, most people vehemently deny the obvious with one of those stock phrases… “…but Mushtaq in the corner shop and I are great mates…”
They’re part of the vernacular, phrases that just trip off the tongue… and yet they’re pure lies. The kind of falsehoods we all rely on.
But what’s changed? Why have we become – as a nation – so racist? Continue reading
I recently read Alastair Campbell’s excellent book Winners: And How They Succeed. Among many pearls of wisdom that Campbell gets from a variety of people in the public – many of which I want to share at a later date – is the following from Arsenal manager, Arsène Wenger
We have gone from a vertical society to a horizontal society where everybody has an opinion about every decision you make, everybody has an opinion on the Internet straight away.
Basically the respect for people who make decisions is gone because every decision is questioned. So one of the most important qualities of a good leader now is massive resistance to stress.
Under stress you become smaller and smaller until you cannot give out a message any more and that, of course, is something that is vital. Many people underestimate this challenge.
Wenger instantly puts his finger on why being a leader in the 21st century is so much more difficult than it used to be.
We invite feedback from all quarters. We’re asked to be open. Everyone should be allowed their say.
Respect – which is always a tough thing to achieve at the best of times – has gone out of the window for all but the select few.
The science behind resilience and the importance of it is slowly becoming more widely recognised and – if Wenger’s experience is anything to go by – needs to be placed higher up the list of qualities for leaders to develop.
Winners: And How They Succeed is definitely worth a read: a genuinely fascinating insight into people at the top of their game.