Article
Culture
Israel
Middle East
Politics
7 min read

Netanyahu’s baffling ability to bounce back

Disliked and embattled, the Israeli premier’s purpose strengthens him.

Emerson Csorba works in deep tech, following experience in geopolitics and energy.

Between two generals wearing camouflage uniforms, a man in a black shirt listens.
Bibi ponders future plans.
Prime Minister's Office, Israeli Government.

Are the dreams of Bibi Netanyahu about to be crushed? As the Israeli prime minister’s coalition teeters, what is remarkable is that he has survived so long. Central to this survival is his purpose – a dream of a secure Israel. We need to unpack such leaders’ dreams and understand why they are so potent. 

Langston Hughes, in his poem ‘Harlem,’ asks what ‘What happens to a dream deferred?’ Several possibilities are put forward: ‘Does it dry up like a raisin in the sun? And an alternative: ‘Maybe it just sags like a heavy load?’ And finally ‘Or does it explode?’   

It’s possible that Hughes referred to Harlem race riots in the 1930s and 1940s, but no-one knows for sure. The question is what happens when a dream is put on hold – or worse, destroyed – in the face of struggle? 

Do we press on? Do we give up? What happens if we press on, and things do not work out? Or perhaps we press on, and things do work out. Hughes’ poem encourages us to ask these questions.  

Looking back, Hughes’ poem is interesting but obviously gloomy, without hope. A dream is deferred. It withers, and then vanishes. But what if a dream is – when encountering struggle – maintained, kept in tact? The dream, perhaps nearly lost, emerges in the end, stronger than it was before.  

Hughes’ poem is one of struggle and eruption. Not struggle and emergence. It is a despairing poem, one that denies the possibility of resurrection from the brink of death, even if the obstacles are significant.  

We all have dreams, perhaps about peace, career, family, community, love, or something else. Inevitably, these dreams are – as dreams always are, in order to test our faith - met with opposition.  

In these moments, we have two options: we can believe in what we see – the dream faltering, withering on the vine, ever so slowly. Or we can believe in the unseen, in which the dream re-emerges from whatever resistance it encounters. The former values the material, what we can actually see. The second values and trusts in what we cannot see. This brings us back to the point of faith.  

'I have lost count of how many political obituaries I have written about Netanyahu — and how many resurrection stories.’ 

Nicholas Goldberg

The ability to struggle and emerge, in which death or near-death is followed by resurrection, is a quality that is in short supply in modern political leadership. It is easily – and not surprisingly – overlooked in a culture prone to despair and hopelessness, in which we are met with a new crisis at every corner.  

But some leaders have a unique, if not baffling, quality: the ability to struggle and emerge stronger, somehow renewed. They resurrect themselves where this was thought impossible. And when they have this quality, they become unrelenting forces, whatever you might think of them.  

No leader better embodies this quality in the political West than Israeli Prime Minister Benjamin Netanyahu (or ‘Bibi’ for short). Netanyahu strengthens whenever he is on the ropes, perhaps because he is on the ropes.  

Although a profoundly disliked figure by many, Netanyahu’s ability to struggle and emerge merits serious study from any student of politics. It is worth asking where his ability to struggle and emerge, resurrecting oneself from the depths of despair – in seemingly impossible situations – comes from? 

Ishaan Tharoor puts it well in a recent Washington Post article: ‘Yet Netanyahu is expert at defying the odds.’ However, puzzlingly few articles are written on this topic – Netanyahu’s ability to come back from seemingly impossible circumstances.  

Columnist Nicholas Goldberg comes even closer to the essence of resurrection in a Los Angeles Times op-ed in 2020, in which he writes ‘Over the years, I have lost count of how many political obituaries I have written about Netanyahu — and how many resurrection stories.’ He later comments on Netanyahu’s single life mission focused on security.  

Both articles are more anti-Netanyahu than they are a reflection on the why and how of his countless resurrections. So it is worth asking: what is behind this quality?  

A mission is fundamental to resurrection, in which certain politicians find a way through whenever the world counts them out. 

While commentators focus on the ills of Netanyahu’s tenure as Israeli Prime Minister – indictments of corruption and possible future jail time, thwarting of a two-state solution in favour of the Abraham Accords, and the security failures that contributed to the October 7 disaster – they fail to consider deeper questions related to Tharoor’s description of Netanyahu as constantly ‘defying the odds.’  

Neglected in analyses on Netanyahu is the deep trauma of his brother Yonatan’s passing in the famous Operation Entebbe.  Neglected is the fact that he was wounded, sometimes severely, on many occasions while fighting for the Israeli special forces. And neglected is the influence of his father Benzion, a notable academic well-known for his writing on the historical oppression of the Jewish people (and on his own later rejection by the Israeli academic community).  

These are powerful, deep-seated experiences if not major traumas, which – as Israeli friends well-acquainted with Netanyahu wisely note – underpin his clear life mission of increasing Israeli security in a dangerous world.  

Goldberg puts this mission, even if uncharitably, as follows in his column: ‘Netanyahu has stood for one key proposition: that peace is not to be trusted; it is a pipe dream pushed by starry-eyed doves who fell hard for the likes of Yasser Arafat. According to Netanyahu, only battening down, fighting back hard, building walls and rejecting compromise protects the country.’  

Netanyahu provides us with a crucial lesson in political leadership: a clear and simple life mission provides the ability to claim victory from the jaws of defeat, even in the most seemingly intractable of circumstances. A mission is fundamental to resurrection, in which certain politicians find a way through whenever the world counts them out.   

A mission – simple because it is grounded in brokenness (the death of his brother) – provides Netanyahu (and other politicians that have this quality) with a strategic and tactical advantage that cannot be replicated by opponents without similar purpose. Such mission is not fleeting but enduring, Netanyahu resisting all temptations that might thwart his single-minded purpose.  

In the case of Israel, no other Israeli political leader has operated with the same sense of mission as has Netanyahu over the last two decades. For if this were the case, Netanyahu would not currently be in power.  

Our focus therefore should never be on dreams deferred, as per Hughes’ poem, but rather on the realisation of our dreams – underpinned by unique and consistent life missions.

Commentators, focusing on external circumstances – the current direction of the war, certain decisions made, the opinions of well-read ‘experts’ – neglect these deeper human questions at their peril, because the answer to the question of purpose helps people find ways through where none seem to exist. Purpose, not circumstance, allows a political leader to struggle and emerge in circumstances where most others falter.   

For wider context, we can here turn to the example of Jesus, whose resurrection follows his trials at Gethsemane. When Jesus prays in Gethsemane, it is not clear how he should act. Jesus does not know what God wants from him. But he knows that he must carry out the will of his Father. 

He asks ‘My Father, if it is possible, let this cup pass from me, yet not what I want but what you want’. Jesus is alone in his deliberation. He asks and waits, and in this waiting, the way forward is revealed. Here we see, in its most poignant form, struggle and emergence. Jesus is resurrected three days following his death, when even his disciples had counted him out. 

Our focus therefore should never be on dreams deferred, as per Hughes’ poem, but rather on the realisation of our dreams – underpinned by unique and consistent life missions. Discerning these missions is not easy. If anything, there is considerable pain involved in doing so.  

Yet, struggle that involves the possibility of failure of a dream, within a consistent and singular life mission, contains within it the seeds of success. The dream emerges intact from whatever short-term struggle it faces, if not strengthened.  

A way is found where none previously existed, when those focused merely on the seen long counted a person out. In the long run, mission enables victory: the realisation – not deferral – of dreams.  

  

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.