Covid-19 has been back on the front pages again, due to two Westminster developments that reflect on government action during the pandemic.
Firstly, there is the ongoing inquiry into the government’s handling of the pandemic, including how prepared it was for such an event. Secondly, the privileges committee’s report into whether the then-prime minister Boris Johnson had misled parliament over the “partygate” scandal has been published.
We won’t know the inquiry’s judgement until its report is also published. However, the judgement of MPs on the privilege committee’s report on Johnson’s behaviour is extremely damning.
As I am sure you will recall, Johnson stepped down as MP prior to the report’s publication, after being made aware of its findings. Had he not, the committee had recommended he be suspended for 90 days – which would have led to a by-election anyway. It also called for him to be stripped of the pass that allows former MPs limited access to the Houses of Parliament.
Johnson immediately dismissed the findings of the report, claiming the outcomes were based on political reasons.
A few days later, after a heated debate, MPs voted for the sanctions. Even if the pandemic inquiry is kinder to Johnson than the privileges committee and MPs, it seems hard to imagine him making a political comeback (at least any time soon).
Many in the charity sector may feel let down, angry and sad about the attitude and behaviour of those who were setting the rules during the lockdowns but are there any wider lessons that can be taken from these events?
I think that the real issue here is one of leadership. A good leader behaves with integrity and honesty, recognises that they are part of the wider team and behaves in a way they want the rest of their organisation to do.
It would, of course, be ridiculous to suggest that it is only the Johnson administration that has ever had problems in leadership. In the world of politics, the SNP is also having its previous leadership come under legal scrutiny for alleged wrongdoing. Outside the world of politics, there was the recent CBI scandal. Charities are also not immune and there are stories of management failures in the sector too.
If charity finance leaders take anything away from the current Westminster saga, I suggest it is to reflect on their position as key leaders in the sector – and take pride in striving to lead well and have the most positive impact on society as possible.
Tristan Blythe is editor of Charity Finance
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