By ALICIA WALLACE
When we talk about leadership, we usually point to government as an example. The Prime Minister is seen as the ultimate leader. There is no one with more control. No one with greater power. No one with more responsibility. No one in a more important position. No one more unquestionable or beyond reproach. No one more silencing, domineering or undoubtedly correct. The prime minister is synonymous with leadership.
If you have managed not to rip this page to shreds, which of those statements made you uncomfortable? In which parts did you find irony? At which point did you think I could not be serious? What does this tell you about the way you feel about leadership in The Bahamas, and the positions and people we typically view as leaders?
Who’s in charge here?
It is interesting that we view politicians as leaders, even more than we see members of parliament as representatives. When we talk about leadership, it is often in ways that validate and celebrate dictatorial practices. One makes the decision for many. Consultation, if it exists at all, is at a minimum. The attitude is: “you put me here, so let me do my job”. This, however, only seems to work in one direction.
Members of parliament manage to say or demonstrate this to constituents, but ministers can not say this to the prime minister. It seems everyone is a leader until they have a leader, and in the presence of a high-level leader, all other leaders are stripped of the title.
Those who dare to behave like leaders, rather than subjects of the high-level leader, are scolded, belittled and threatened. The firstborn loses all authority when the parents get home from work.
What kind of leadership are we practicing if it is threatened by anyone else - even on our team - asserting themselves, offering criticism and developing solutions?
Leadership of a different kind
Minister of state for legal affairs Elsworth Johnson has been one of the only a few people to dare speak on even mildly controversial issues with any degree of honesty and both personal and professional understanding and obligation. In November 2017, he spoke strongly in support of proposed changes to citizenship law. Without pressing for people to adopt his position, he implored the Bahamian people to “come up to a higher level and accept certain truths as they exist in our society.” He encouraged respectful conversation, even if we disagree.
In March 2018, Johnson spoke to the issue of marital rape, noting people are not property. He encouraged a consultative process, accountability and transparency. He said: “It is accepted international standard that information maintained by the government is vital to civil society. That information when properly dispensed to members of civil society undergirds a democracy to give life to it and it allows people to properly involve themselves in the governance of the country.”
This is what we should expect of a leader. Willingness and ability to state positions on issues. Pushing the government to make information accessible to the public and provide opportunities for engagement.
Encouraging the public to participate in the process, access information and come to informed decisions. Johnson has demonstrated and exercised the ability to think for himself, challenge his colleagues and invite public discourse.
This flies in the face of the unspoken mandate of Bahamian ministers and members of parliament who are to tow the party line. The only opinion is the party’s opinion, the only challenge is to the Opposition, and the only reason to engage the citizenry is for votes.
Compare Johnson’s leadership with that of the “leaders” who refuse to take positions on hot button issues, sit small until their names are called, shy away from any forum giving citizens the opportunity to address them. Which do you prefer and which is most expedient for the head leader in charge?
Last week, Johnson went too far out of bounds. He dared to call for a chief justice to be appointed. Following the Bahamas Bar Association’s characterisation of no appointed chief justice as an “existential and constitutional crisis”, the former president of the Association spoke up. He said: “the right, transparent and accountable thing to do is for the PM to exercise his constitutional authority and appoint a chief justice”.
If a Minister disagrees and no one hears it, does it make a difference?
This is not disrespect. This is not unreasonable. This is a thought-out and explained position. Johnson said, rightly, that the vacancy should be filled. This is obvious. Without directly referencing the current state of the office - where senior justice Stephen Isaacs now serves as acting chief justice - Johnson challenged the self-loathing we all know exists in The Bahamas, and suggested that a foreign appointee would be properly compensated. Where is the lie?
Better yet, what is the problem? It is not what was said. It is where it was said, and who could hear it.
This must have made Prime Minister Hubert Minnis uncomfortable. Making this appointment was not on his agenda. He is busy balancing people’s-person and man-in-charge. It is not easy.
How can you be seen as a nice guy, but also have the respect of the people - especially those you consider to be beneath you? Having already called for a resignation and fired someone else very recently, we can only imagine the action taken to elicit the apology Johnson issued last week.
An apology for stating publicly what some say should have been a private conversation. A private conversation about a public matter.
We have grown so accustomed to being in the dark, to electing people and walking away, to being told our business is none of our business that anyone who attempts to involve us in the conversation is seen as out of order. We forget that they are employed by us. We, the people.
Who will lead next?
We have had a leadership crisis for some time now, and it continues. There are many new faces in the current administration, but has there been any real change? Can there be any substantive change within the same system that recycles not only people, but form and function?
The Bahamas is being governed using the same tactics we look back on and criticise, believing ourselves much evolved since the ‘70s. The play is the same. Same script, different cast. The actors of today learned from those of yesterday. They study and follow the notes left behind. They have bought into the same values, and have the same single-mindedness we rebuke and swear off with every election season. They are worn down. They join the cult.
Look at the ages of the people in positions of leadership, then look at the ages of the people in tomorrow’s obituary.
Look at the ages of the people locked out of the system or, when let in, are either silenced or brainwashed.
The leadership crisis continues. The crisis of representation continues.
We know public life is not easy, but do not often acknowledge that it is without reward for those determined to participate differently. Those who do not follow script. Those who speak out of turn. Those who do not bind themselves to convention or tradition, and do not feel indebted to the people or systems that brought them in to the point that they must become puppets.
We need to concern ourselves with the development of a new generation of leaders. In 20 years, who do we want to be at the helm, and how will we prepare them?
Watching Bahamian governance and listening to commentary would not encourage many people to be different. To speak up. To object. To demand better. To use positions of power to create change. We make leadership about popularity and longevity; not authenticity in the process of visioning, charting a path and equipping people for the journey.
Until we redefine it, it will be practiced in the same way, and we deserve to see change in more than time and faces.
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