Trying to gain insight into why government and business leaders pursue questionable, even dangerous, projects, I recently bought books that focus on management and, more importantly, leadership.
Among them were:
- do the right things,
- see what and why things could be done,
- share information.
Politicians like John Horgan understand the value of scholarly prescriptions for leadership but their actions are tempered by a preference for secrecy and political expediency and the need to reward patrons that helped obtain office. The primary objective of most political leaders is to maintain power.
In Horgan’s case, he promised in 2017 to do great things. Like:
- $10 a day child care,
- proper funding for classrooms and school equipment,
- a comprehensive poverty reduction program,
- making reconciliation with First Nations a priority,
- funding energy efficiency retrofits to public buildings and residential homes,
- making BC a leader in climate action,
- being guided by science and human health in regulation of fracking,
- effective and sustainable management of BC’s ecosystems, rivers, lakes, watersheds, forests and old growth, while accounting for cumulative effects.
- restructuring BC Hydro and rectifying operations, particularly related to private power purchases,
- gaining a fair public share of the value of natural resource production,
- assuring government transparency and freedom of information.
Unfortunately, the Premier quickly decided that promise making was merely an aspirational ritual.
Sad, because good government must have principle, purpose and direction. According to Bennis and Nanus, purpose has to have resonance and meaning. They note that promises (also read platforms) may look good on paper but without committed implementation, they are of little value. The authors remind of us Lucy’s statement in the final panel.
Categories: Horgan, John