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Comment

Royalty

24 April 2023

5 min read

What a monarch’s meeting teaches about politics and permanence

A monarch meeting a prime minister is a symbol of a deeper truth in a fleeting world.

Graham Tomlin

Graham is the Director of the Centre for Cultural Witness and a former Bishop of Kensington.

A frail old lady, the late Queen, rises from a sofa to shake hands with an approaching woman.

The longest serving monarch meets the shortest serving prime minister.

The Royal Family.

Just about the last constitutional act of our late Queen was to give an audience to Liz Truss, the (temporary as it turned out) Prime Minister and to ask her to form a government. The pictures of a frail but smiling monarch, weakened, but still doing her job, couldn’t help but evoke a mix of admiration and affection, especially when we look back and consider that this was just two days before she died.

But those pictures raised some questions. A Prime Minister, and a political party that forms a government, is normally chosen by the people. Queen Elizabeth was not. Neither is King Charles. She was, and he now is, our monarch by virtue of birth, something that can seem scandalous to republicans, and even to many who liked the Queen, or admire the King as decent people, but have their doubts about the monarchy. To our democratic instincts, it feels, at least to some, distinctly odd, a relic of a hierarchical past, a hangover from a less enlightened age.

But perhaps something more significant was hidden in that act. The idea of a constitutional monarch – a figure whose position is out of our hands, as it were – formally asking a politician to form a government - acts as a reminder to us that the will of the people is not the last word, or even the first word. It tells us that, important as democracy is (‘the worst form of government except for all those other forms that have been tried from time to time’, as Winston Churchill famously put it), there is an order, an authority that stands above and beyond the will of the people. When it has worked well, the monarchy, a source of rule above that of people and parliament, has always been a symbol and pointer to a divine authority that can work through, but essentially stands above all human government.

Because, of course, ’the will of the people’, and governments that claim to enact the will of the people, sometimes get things badly wrong. History, even that of democracies, is littered with tales of nations that have elected bad governments, or regimes that went on to enact a rule of terror in the name of ‘the people’, or where a majority has oppressed minorities. Republics of various kinds have ended up as oppressive and authoritarian. Even Hitler was elected in the first place.

That a Prime Minister only governs at the pleasure of the Monarch is a reminder of a deeper truth - that all governments are subject to a higher accountability.

Of course, there are good monarchs and bad ones. For most of our lives, those of us who live in the UK are fortunate to have had a very good monarch in Queen Elizabeth, and we hope and pray Charles will prove to be one too. Bad monarchs, whose personal failings and moral selfishness betray the office they hold, blur the picture. They tell a different story, that authority is in itself abusive, oppressive and not to be trusted. But at its best, the continuous institution of the monarchy has served as an anchor for us, pointing away from itself to an unchanging divine presence in the course of history. The fact that a Prime Minister only governs at the pleasure of the Monarch is a reminder of a deeper truth - that all governments are subject to a higher accountability, to a moral law they did not invent, a law that tempers justice with mercy, that our lives are subject to a deeper and more lasting reality than the shifting sands of politics or times and that there is an even higher loyalty than that which we may have felt to our late Queen, or to our democratic political system.

At the coronation, King Charles will be presented with an orb – a symbol of the world with a cross perched on top of it. It is a sign that ultimate power in this world belongs not to the King, or even the people, but to God. It is a reminder to the King, and to us, that he (and we) are accountable to an authority that stands beyond our own desires, or even the general will of the people. It is an authority represented by a cross – the symbol of love and self-sacrifice for the good of our neighbour, or even our enemy. It is one of those valuable reminders that stops any ruler from starting to think he can become a despot.

As our constitutional system has evolved, it is the custom that Monarchs don’t get involved in the nitty-gritty of politics and it’s vital that they don’t. That is left, quite properly, to the crucial hard work of democratically elected government and politicians, who have to get on with the important but messy business of governing, working out what to do about the cost of living crisis, how to respond to conflict in Ukraine, or how to respond to those fleeing to our shores from war-torn or poverty-stricken parts of the world.

The monarchy is a symbol of ultimate permanence, not the source of that permanence

Over past decades, Queen Elizabeth kept to this custom. She avoided expressing opinions on particular political issues and disputes because that wasn’t her role. Her role was to be a reminder that there is an order of things beyond the temporal, a moral structure to the world that is just given, not created by us, a structure that tells us that compassion, truthfulness, integrity, justice and honesty matter in all the calculations and compromises of political decision making.

The Queen’s death removed something steady and sure from our lives, as most of us have never known another monarch. Her death shook our sense of permanence, as the Archbishop of Canterbury put it at her funeral. Many of the vox pops we heard during the period of mourning pointed to that longing for permanence, the sense she gave of something enduring and reliable. Yet she was a symbol of ultimate permanence, not the source of that permanence.

As King Charles is crowned, he becomes a pointer to the unshakeable and steady presence that surrounds us, upholds us and all things - the God that Christians see revealed in Jesus Christ. Queen Elizabeth understood that and showed it in her own faith – the one aspect of her personal life that she was quite open about. And there are signs that King Charles understands that too. Faith in that God is meant to be the foundation of a monarch’s rule. It can also provide a sure foundation for our individual and less public lives too, a sense of permanence in the changes and chances of this fleeting and unstable world.

Article

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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.