Column

Comment

1 December 2023

9 min read

From the barber’s chair: the friendships that open us up

Adrian and Neal recall and recount tales of friendships and what made them work so well.

Adrian Urquidez and Neal Presa

Adrian Urquidez is a Californian barber and theologian Neal Presa is a regular client.

Three men walk down a path, the middle one talking and gesturing while the others listen.

Centre for Ageing Better on Unsplash.

Adrian

As life moves on, I began to realize how important my friendships are. Half the people that I grew up with are now married with kids and the other half are still living their life independently. We all have our own paths in life, and I believe whichever path you take, those whom you consider friends will support you and your decisions no matter what.

As I went through my issues in 2019, I had nothing but support from my family and

friends. It wasn't easy for me to be open with my struggles because I felt that everyone would look at me differently. I received nothing but support from everyone then and when I returned to work. They were all there, waiting to book their next cuts with me. From the beginning of my return I knew, then, how important my clients were to me. I wasn't just their barber; I was their friend whom they continued to support even during one of the craziest times in my life.

Trying to stay afloat during a global pandemic was not easy; honestly it was one of the hardest things I’ve had to deal with. I knew I had to be as strong as I could be so I could help my loved ones stay positive and their heads held high.

During these times, I worked as much as possible. At every appointment with a client, they showed support and always checked in with how I was. I used all these opportunities to help myself by speaking what was on my mind. Sometimes they would even open up to me and share what was going on in their lives, positive or negative. These times were much needed therapy sessions at every appointment. Being vulnerable helped me so much and it also helped my friends share what was on their minds; they opened up to me.

When I finally felt right to open up about this incident it was with people who shared the same struggles. They understood and never once judged me.

Growing up we were taught never to show any fear or emotion. I grew up in a rough area where if you showed weakness, you could be the next target to get bullied. I didn't realize until about four years ago how that way of living was wrong. That way of living haunted me for years.

Going back to my childhood, there was an incident that shaped my teens and early

adulthood. I was touched inappropriately by a member of my family and thankfully someone came home so it didn't go further than it did. I never spoke about this incident because I didn't realize the severity of the situation as a young boy and how it would affect me in my later life. You would never think a family member would do anything to put you or harm you in any way. Even as an adult I never said anything because I did not want to get judged or have people put a label on me that wasn't true. When I finally felt right to open up about this incident it was with people who shared the same struggles. They understood and never once judged me.

These were people who I just met but I felt like I had known them for years. I opened up to them more than I had opened up to my childhood friends and family.

This is where I discovered the meaning of friendship. I was never judged and looked at differently. I was the same person to them, and I was accepted no matter what. What a great feeling. I began to hold my friendships close as I had the confidence to share so much with everyone. One of the first clients whom I felt comfortable with opening up with was my friend Neal. I remember going over to cut Neal’s and his sons’ hair and I always left feeling purified. I can honestly say that Neal is one-of-a-kind and I'm so lucky to have him by my side. Neal has seen me at my lowest and never once has he ever judged me.

He and his family have shown nothing but support and just truly care for our friendship. This is where I discovered the meaning of friendship. To me, the meaning of friendship is endless love no matter what the person or persons are going through. You never judge but try to point your friend or loved one in the right direction. Always support and be there when you can. We can take for granted those friendships and lose sight that they are the ones that would be there with a simple phone call or text.

Today I cherish all my friendships and I'm there for those who were there for me when I was at my lowest. I will do anything in my power because I know my friends and family would do the same for me.

Neal

Thirty years ago, there were a little over 600 websites, two years after the World Wide Web debuted on the global stage. Today, there are a little over two billion websites. Yet, with all of our connectivity, loneliness is endemic. The social isolation that ensued during COVID-19 only exacerbated what was latent in our body politic. Yet, whether pre-, peri-, or post-COVID, the level and depth of loneliness is staggering. While many people have social media accounts, and the ubiquity of smart devices keep us all connected 24/7, one’s number of “likes,” “friends,” “followers” belie what is experienced in silence: we live, and move, and have our being in lonesome existence. We seek to be known and loved, but our career pursuits and dreams of having families leave us feeling alone.

They desired someone or a few who could understand them, who desired to understand them, to love them. And to love them not for a quid pro quo, but just to love them for who they are.

For eight years I served an affluent congregation in one of America’s most affluent ZIP codes. Business acumen, political gravitas, excellence in duty, and elegance in program execution were the values and expectations of the community and congregational context. It was a wonderful ministry, where I learned much and where I had to engage my gifts and skills in deeper ways. God opened up spaces for me to minister within, love and be loved by people who were successful in their industry.

When that ministry concluded, two separate congregants asked to meet for a meal. Each of them shared that they appreciated my season of pastoral ministry and they hoped that we would continue staying in touch, perhaps become close friends. They realized that they had spent decades forging business relationships, raising a family (for one of them, navigating a divorce of a second failed marriage), and having careers. Now in their mid-/late fifties they looked around and saw the absence of relationships of any meaningful depth. Sure, there were the business lunches, dinners with friends and cocktails with other couples. But in their mid-life, they sought authentic friendships. They desired someone or a few who could understand them, who desired to understand them, to love them. And to love them not for a quid pro quo, but just to love them for who they are. They said that they experienced a semblance of that in my eight-year ministry with the congregation.

What was I to do with their request? I had already left the employment of the church by then. They and I had to part ways as I was no longer their pastor. If anything, we were friends, and would remain so, but I could not commit to the level of depth they desired. I told each of them, gently and pastorally, that two decades ago, when I was newly married and starting my pastoral vocation, I intentionally forged a wide network of friendships. Not just for my work but for emotional and spiritual support. But among this network, there was that small few whom I can count on one hand who are the A-Team of friendships. Those friendships were cultivated over many years – a couple of them over two decades – as we have been intentional about being in each other’s lives. We would stay in touch and would find opportunities to see each other, carving out precious times wherever we were in the world and whatever demands were on our plate. That intentional commitment meant being willing to be vulnerable. It meant taking the risk early on to open up my heart with guys I deeply trusted and who entrusted their hearts to me.

The Message version of the Old Testament wisdom sayings of Proverbs says: “Friends come and friends go, but a true friend sticks by you like family.”

I didn’t want to deflate the spirits of my two former congregants. But neither did I want to over-promise, to commit myself to investing the time and energy in cultivating the depth of friendship they sought. I told them let’s stay in touch and we left it that. It’s been over a year since those sacred conversations and there’s radio silence.

In reflecting upon those conversations, and in similar conversations with many pastor colleagues and fellow dads who are not pastors, loneliness is, indeed, endemic. It’s tragic and it’s sad. As we can’t be deep friends with everyone, there is a yearning and longing for the depth of friendships that my former congregants sought. People seek that authentic depth of desiring to be known, of being listened to, of being received and welcomed into one’s heart without having to prove anything.

As Jesus was nearing the end of his time with his friends (his disciples), he emphasized how important it is to love one another. He even washes their feet to demonstrate that even the Son of God will humble himself because he loves his friends. He teaches them what he means when he calls them friends, when he regards us as his friends, and not as servants. This is what Jesus our friend said,

“I do not call you servants any longer, because the servant does not know what the master is doing, but I have called you friends, because I have made known to you everything that I have heard from my Father”

The late Earl Palmer, an American Presbyterian pastor, taught from this passage. Palmer observed that Jesus regards us as his friend by virtue of the fact that Jesus allows us to be in the company of him and the heavenly Father as they have a conversation about the secrets of God’s heart. In other words, only to his friends will Jesus whisper the Father’s heart because to do so is to entrust the treasure of the One who loves him into our own heart. That by doing so, we are let into the heart of God.

It’s that quality of friendship that is most needed more than ever. It’s the God-shaped heart that takes the risk to love and be loved. It’s the kind where you can whisper to your friend the sacred longings, hopes, dreams, and fears of your heart. It’s, likewise, receiving from your friend the same: being entrusted with the treasure of their heart. And it’s also experiencing joy and delight in being with each other, even through online technology, whether it be for a 15-minute coffee or for a whole day at the tennis courts or sharing corny jokes that no one else appreciates but they do.

Friendships are gifts of God and gifts from God. The ability to open up our hearts and lives to others is a gift of and from God as well. In doing so, we reflect a bit on what Jesus shows us what love is about, what it takes to love, and what it means to be loved.

The wise words of philosopher and poet, Henri-Frédéric Amiel, encapsulate well what is needed more than ever:

“Life is short. We have but little time to gladden the hearts of those who walk this way with us. So we swift to love, make haste to be kind.”

Article

Comment

Justice

Leading

Politics

7 July 2025

5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive

Leah Brown

Leah is a campaigner for restorative practices and founder of The WayFinders Group.

Baroness Casey.

BBC.

Why do our leaders struggle so profoundly with admitting error?

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done.

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.

So, why do leaders struggle so profoundly with admitting error?

The issue is cultural and three-fold.

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate.

We then enable those responsible to evade accountability through institutional protection and legal barriers.

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ.

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust.

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust.

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation.

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.