Making tough decisions

GIVE careful consideration to whom you appoint as leader.

Mindful that we are gearing up to the height of political party activities, this call is not confined to the political directorate of our land – though we admit casting much weight in this area. We also speak about leaders in our business, religious, sporting and entertainment communities and, of course, within our homes.

At times, we cannot help ourselves but to draw from the Good Book and in this case, we reflect on one of the most pivotal, political and perhaps pitiful stories given therein. During the feast of Pilate, it was customary to release one prisoner chosen by the people. On this given day, the people were given the choice to release a notorious criminal call Barabbas, or Jesus, whom some referred to as Christ. Their hatred for the latter man bid them to call for the freedom of the former. Though, legally, no criminal charge could be brought against him, the people kept shouting all the more, “Crucify him!” If that weren’t enough, they then told Pilate that they would accept in full the consequences that would issue from their actions.

They cursed themselves and the destiny of their descendants, and were satisfied because of their choice in leadership.

We use this biblical story to lay the foundation of our plea.

West Indians have always been a passionate set of people leaning towards passionate, charismatic leaders. We have never cared too much for the “silent machines”; we like action! Yet, with that action, our leaders must be able to show that they have the people’s interest at heart. That, contrary to what some may think, may at times include the short-term pain always involved in a restructuring and evolving environment. The end result, though, is that we are better able to advance as a country and society.

In the last year across the region, several people have received heavy tongue-lashings for making decisions which had or would have implications on production or service output and – more importantly in the public’s eyes – job security. Alas, the publics wanted action.

However, sometimes the type of action proposed was considered less then favourable. It may have involved cases of reduction in work hours, pay cuts, closures and job losses. To be fair, in the given economic climate, it would have been a stretch of realism to expect the complete opposite. At best one could hope for business leaders to “hold strain”. We still do so.

Some have even criticised businessmen for their lack of aggression, initiative, innovation and creativity. Many of us may only be too shocked to find out what such a leader might actually look like in this present economic climate. A bearer of “guns and roses” comes to mind. A surgeon, as sympathetic as he may be to the needs of his patient, still has to cut. That is his job.

Our job is to choose the man that can get the job done. Will we settle for the type of leadership that will throw its hands up and cry “poor me”, or will we choose leadership which will forge ahead to foster an environment of prosperity and development we all desire, swallowing the bitter with the sweet when challenges arise?