Article

Comment

Leading

Politics

12 September 2024

4 min read

From Blair and Britpop to Starmer and the Oasis comeback: why character, not personality, matters

We get both the leaders and entertainers we deserve.

George Pitcher

George is a visiting fellow at the London School of Economics and an Anglican priest.

Tony Blair talks to a member of Oasis at a reception.

Number 10.

Last time we had a new Labour prime minister, there were no Partygate fears in Number 10. Quite the opposite. Tony Blair’s Cool Britannia project threw its front door open to the likes of Britpop overlord Noel Gallagher of Oasis at a bash in 1997. Inheriting a rising economy, things for New Labour, as well as for Oasis, could only get better.

This time around, Sir Keir Starmer has “tough decisions” to make, such as trying to deny a universal winter fuel allowance to most pensioners. Blair arguably never had a really tough decision to make, until his Iraq war nemesis. Since then, Oasis has turned into an unacceptable face of capitalism, as the Gallagher brothers’ reunion tour next year turns into a Ticketmaster greed-fest of “dynamic pricing”. Diabolical pricing, more like.

Starmer and Blair both aspired to usher in an era of change and renewal. The similarity of their circumstances ends there. Nearly 30 years on, Starmer is in a different world. And the transformation of Oasis is totemic of that – from the joys of Britpop to the horrors of rip-off.

That times change is axiomatic. The nineties had busts and booms; the UK’s Black Wednesday currency crisis was of the former, the snarky underclass anthems of Oasis a paradigm of the latter. Now, in the 2020s, there are only busts. Like the note left in the Treasury drawer in 2010 joked, there really is no money left now. Except, apparently, for Oasis.

Which brings us to the false idols of politics. Since personality, rather than policy, became the political trump card it’s inevitable that we would get Trump. Or someone like him.

An engaging question arises as to how the two Labour PMs were and are equipped spiritually for the times in which they lead. The spiritual state of Oasis is a linked matter, which I’ll get to in a moment.

Blair’s government famously didn’t “do God”, though it turned out he did privately, converting to his wife’s Roman Catholicism almost immediately after leaving office in 2007. Perhaps he had a priest hole in the family flat above Number 11. He consistently denied claims that he prayed with American president George W. Bush before or during the Iraq war.

Starmer doesn’t do God rather more formally, as a self-declared atheist. We can conclude that prayer is not a resource that he needs as he faces a more challenging immediate political future than Blair’s early days as PM. I only wish Starmer would appear in a T-shirt with the slogan “No Prayer, Like Blair”.

Arguably the spiritual life doesn’t matter for any leader. The job of PM is all about simple competence, mostly in money management. To paraphrase the pithy quip from Bill Clinton’s 1992 presidential campaign (on which Blair’s so strategically relied), it’s all about the economy, stupid.

So the worship is of mammon rather than God. Here the current and former PMs might care to track the career trajectory of the two Lords Gallagher of Oasis from Blair to Starmer. In 1997, they were in their pomp as authentic Mancunian working-class heroes. Today, the brothers have to make up and go back on the road to subsidise Noel’s £20million divorce settlement. A rather different demographic.

There’s perhaps no great political lesson there for political leaders, but it’s almost Faustian in its scope. See what happens when you bank only with mammon.

Which brings us to the false idols of politics. Since personality, rather than policy, became the political trump card it’s inevitable that we would get Trump. Or someone like him. It doesn’t matter, to his core vote, what he’s done or what he’s incapable of doing, Only who he is. He’s an idol, a cult image, a golden calf. Trump’s bull is sacred, whatever he does.

The UK thankfully hasn’t had one of those yet (though there were warning tremors in Boris Johnson). But it’s telling that Blair is said to have developed a messianic tendency after his premiership’s early intervention in Kosovo during the war in former Yugoslavia. At the termination of hostilities, crowds there sought to touch his clothes as he passed.

Strange that being touched should make him feel untouchable. But that’s the way of messianics. It can be the same with rock & roll stars. Live music, at its best, can offer a transcendent sense of communion. At its worst, it’s the adoration of stage idols that sends them a little mad. Or mad for it.

Oasis’s Liam Gallagher isn’t in this together with his fans anymore. He’s turned into a Marie Antoinette figure online in response to the ludicrous prices charged to watch him from Ticketmaster. He substitutes “Shut up” and “£100,000 kneeling tickets” for “Let them eat cake”.

He and his brother are warnings of what can happen in so short a period between the ascendancy of Blair and that of Starmer. True, pop stars aren’t as dangerous as someone such as Trump. But they do show us that we get both the entertainers and the leaders we deserve.

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.