Column
Church and state
Creed
Feminism
Leading
4 min read

Why Sarah Mullally’s appointment is about more than just breaking the stained-glass ceiling

Not just history-making, it’s a challenge to the Church to rediscover its soul

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

Sarah Mullally.
Sarah Mullally.
Church of England.

Every new Archbishop of Canterbury has a honeymoon period, before this impossible job ends in tears. The priority should not really be who does it, as what it is they’re doing. As it is, they’ll have to spin too many plates, until one or more fall off their poles and it all ends in tears again. 

Sorry to be such a Jeremiah, such a prophet of doom. This column isn’t going to be a gloomy one, promise. Rather, I’d just like to say that Sarah Mullally, in her translation from the bishopric of London to the archbishopric of Canterbury, represents something more than a triumph in a gender war. 

Very little coverage of her appointment so far has got beyond the historicity of it. Wow, it’s a woman for the first time in the Church of England’s half-millennium. Yes, that’s the news hook, and yes it’s astonishing, both in good and less good ways. But we should scrutinise for a moment what a female distinctly brings to the Anglican party. 

Without this becoming a rehearsal of the past 20 years of women’s ordained ministry in the UK, it may be sufficient to say that it must be a whole lot more than having a primate for the first time without a Y chromosome. So what is it when we ask a woman, specifically, to perform this role?  

We have to look to history to scrutinise the question. First of all, if we accept scripture as history – either as metaphor or literal record – then women’s apostleship has been there from the very beginning. The first witness to the risen Christ on the first Easter morning, Mary of Magdala, was instructed to go and tell her brothers and sisters what she had seen. You don’t get a bigger apostolic mission than that, the apostle to the apostles. 

Women facilitated and bankrolled the nascent Jesus movement in Asia Minor. Wealthy people such as Lydia, a purple-dye merchant. Others get name-checked for financial and material support such as Joanna and Susanna. There was no word “deaconess” in the early Church, only deacons, and Phoebe was one in Rome, to whom St Paul wrote. These were the very foundations, the cornerstones on which women’s priesthood was built. I couldn’t be a priest in a Church that didn’t ordain women. 

But, again, that only gets us so far. It doesn’t tell us what is distinct about women’s witness, let alone women’s episcopacy. For that, one might need to look to the tradition of medieval mysticism, women such as the anchoress Julian of Norwich, or Margery Kempe whom she mentored. When the latter wasn’t annoying everyone by wailing in ecstasy (the “gift of tears”), they and others opened a via feminina as a route to encountering the godhead. 

The self-sacrificial nature of Christ was consequently co-extended, along with the foundational figure of Mary and the divinity of her motherhood, with nurturing and the bringing forth of new life. The Church Fathers couldn’t hold on forever to gender specificity (though it took long enough) and the women brought us a more holistic experience of the divine.  

It may be that a first woman Archbishop of Canterbury has to step up to this plate. No pressure then. What I think I mean is that there is a distinctive and authentic thread of women’s witness throughout history. So this isn’t just about a historic moment for women, it’s about womanhood. When Teresa of Avila founded a tradition of reformed Carmelite monasteries in the 16th century, she wasn’t just an indefatigable woman, she was standing up to and against the patriarchy of Rome. 

It’s anachronistic to call these Mothers of the Church feminists, but they point to the feminity of God and that is something ontological for Mullally to consider, not just a chromosomal novelty. It makes her job very different from the political sphere. From Margaret Thatcher to Kemi Badenoch, Angela Rayner and Shabana Mahmood, top political women have not exactly had to pretend they’re men, but have had to emulate them. Wisecrackers used to say of Thatcher’s all-male cabinet that she was the best man amongst them. 

That is not Mullally’s task. Women’s sacramental ministry is distinct from men’s and inauthentic if not lived as such. She needs to find a voice that is congruent with some of those mentioned above and it’s a prophetic voice, not simply priestly. 

To do so, she’ll need to break with the bureaucracy and managerialism of the Church, which led to our churches being locked up during the covid pandemic and the parlous state of its safeguarding, which cost her predecessor his job. Mullally led on both those issues. 

So this is a big moment for our Church, not just because she’s a woman, but for women’s prophecy. Can she do it? We hope so.     

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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.