Column
Culture
Politics
4 min read

The bullies invoking Jesus as their best buddy

Trump and Putin's desire to be loved, admired and followed.

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

A fierce looking man walks at the head of a phalanx of suited men.
Trump strides from the White House to St John's Church, 2020.
The White House, Public domain, via Wikimedia Commons.

I’m not at all sure that the parents of a teenager driven to despair, or even suicide, by online trolls, or a woman in a coercive relationship, are likely to see their tormentors as victims, making a cry for help by making the lives of others intolerable. 

Bullies, it is said, have invariably been bullied themselves. A popular proverb has it that bullies never prosper, a comforting canard knocked down by some comprehensive research recently from the British Cohort Study that, of 7,000 children born in 1970, it was the nastiest, most aggressive little pieces of work that did best in life by age 46. 

Social insecurity may well have driven their cruel treatment of others, but financial security has been their reward. Said one of the study’s authors, there’s ‘a strong link between aggressive behaviour at school and higher earnings later in life’. 

What exemplars of that might we find on the international stage? Step forward the erstwhile and very possibly future president of the United States and the great-returner president of Russia. 

They’ve had all that and they want a harder drug. Like most bullies, they want to be loved by those whose attention they have won. 

Bullying may be too light a term for what Donald Trump has done to countless women and business associates in his life, what Vladimir Putin has done to Ukraine and other old Soviet satellites, and what both men have done to their nations’ electoral systems. 

But I want to make an armchair case for the psychological insecurity of both men. That insecurity presents itself in a rather pathetic (in the literal sense) desire to be loved, to be admired and to be followed by devoted disciples.    

And what role model might they come up with for that? Why, of course, they have both invoked Jesus Christ as their best buddy, who is very much on their side politically and who is really a lot like them. 

Trump has endorsed excruciating (again, literally) drawings of himself sitting in the dock at court with the Christ and has published his own $60 “Bible” (one remembers the delightful self-publicist Jonathan King launching his fictional memoir, entitled Bible Two). 

Putin has claimed that he’s not a little like the Nazarene calling fishermen by the sea of Galilee, as he rallies Russian youth to resist the pernicious culture of the “Satanic” West. He casts himself, along with Jesus, as the defender of “traditional values”, though the conflation of the Christ with cultural tradition is a little awry, but never mind. 

There’s pragmatic political ambition in both men for co-opting the Christ to their cause. Trump wants and needs the US Christian Right on his side for re-election. Putin is promoting a rapprochement with Russian religions and already has the Russian Orthodox Church onside for his Ukrainian escapade. 

But there’s something else going on here. The armchair psychologist can identify motives at work. Both Putin and Trump want not only attention. They’ve had all that and they want a harder drug. Like most bullies, they want to be loved by those whose attention they have won. 

Their problem, naturally, is that they can never make it, which can only compound their insecurity 

What better figure to associate themselves with than love incarnate? A demi-god aspires to be loved as God loves and is loved. It may replace a familial love that has been missing, or it may more simply be the toxic desire to be loved by those you oppress and by one’s peers – again, the instinct of the bully. 

That’s closer to admiration and has vanity at its root. Witness Putin’s faintly ridiculous bared torso astride a horse as a younger man, or Trump’s vainglorious comb-over and orange-tanned skin.  

Such a shame that we have no idea how the most famous figure who ever lived, whose legacy is the largest religion on earth, actually looked. Or they might try to look like that. Because, to their minds, emulation would win similar admiration. 

Finally, Trump and Putin need to be followed, like bullies need their gang. Never mind that even the most devoted disciples of Christ abandoned him to his fate in his mortal life. There’s something like 2.5 billion declared followers of him today, some two millennia later. That’s some legacy and the kind that would shore up even for deepest of their insecurities. 

Their problem, naturally, is that they can never make it, which can only compound their insecurity. The nature of Christian leadership, at its source, is unreachable. He said himself that we could not follow where he was going, because it’s a form of leadership beyond human scope – self-sacrificial, infinitely humble while also divine. 

That leadership was among us and we didn’t recognise it. The leaderships of Trump and Putin, even as they claim Christ-like affinity, carve recognition and to be above us. These are not men who would lay down their power, far less their lives, for their friends. 

These are bullies in the playground of politics. We must pray for their souls as we condemn their actions.   

Article
Comment
Justice
Leading
Politics
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
A woman talks in an interivew.
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.