Chair's Foreword
Anyone who takes on the job of Chair of a Select
Committee will testify how absorbing the work can be. It can take
the attention of every waking hour. I have learned much from our
inquiries and from Committee colleagues which has broadened my
knowledge and understanding of life in politics and Whitehall,
and beyond, as well as about how the House of Commons works, and
could work better.
Our main effort has been to try to understand why
Whitehall and the Civil Service seem to be a frustrating place.
This is the case for both many Ministers, and for many civil servants
and others who work in, or for, government departments. PASC now
has more understanding of the very exacting demands made on the
political and administrative leadership and the fact that many
arrive in senior leadership roles unprepared for them.
PASC's work has led me on something of a personal
journey. Now that I look back on my own career in large organisations
(I started with Ford Motor Company in the early 1980s, and also
worked in the venture capital industry for 3i plc, and then with
Legal & General), I understand much better how and why those
organisations functioned as they did, and what "change"
in a large organisation must mean to be effective. The corporate
culture is by far the most significant determining factor in the
effectiveness of any organisation. This 'culture' is about how
people behave and what attitudes their behaviour demonstrates.
How open, honest and trusting is it? What does it value in its
employees? What incentives, non-financial and financial, does
it create? How are you judged on the manner in which you interact
with others as you fulfil your role, responsibilities and tasks?
Everything PASC has learned points to an overriding
truth: that the tone and culture of an organisation is set by
those at the top. The people below will tend to take their lead
and adopt the same attitudes and behave in the same way as their
leaders, because that tends to be the way to secure their own
success and promotion. This is why dysfunctional organisations
can be so very difficult to mend: because the leadership tend
to blame structures, processes or other people or other factors
for what goes wrong, rather than to question the behaviour and
attitude of themselves or their peer group. Then others will tend
to follow their example and echo what they communicate. This is
entirely natural and understandable, since confronting negative
attitudes or destructive behaviour in individuals is deeply personal.
Adverse events will tend to reinforce their mutual dependence
and make questioning of fundamental attitudes even more difficult.
Confronting this problem requires a high degree of
self-knowledge and personal assurance-qualities which we expect
leaders to have already, but which many learn from sometimes bitter
experience and too late in their careers. Leadership training
is about instilling these personal capabilities, self-awareness
and understandings of self and others. It cannot all be learned
from experience. Hard skills and capability are also vital in
any organisation, but are all for nought without leaders who have
a deep understanding of themselves and of how their leadership
affects those upon whom they depend.
Few people are born leaders. The finest concert pianist
may be born with talent, but will only be successful with endless
lessons and practice. Most capable people can become better leaders
through learning and experience, and above all through having
the opportunity to talk about these. We cannot all be virtuosos,
but most in politics and public life could learn, and be helped
to learn, to be better leaders.
Understanding these issues has led PASC to approach
our own work differently from some Select Committees. Accountability
should not be about blame. Holding government witnesses to account
does not depend upon exposing witnesses' weaknesses, but upon
seeking their understanding of the issues involved. I don't apologise
for our less confrontational approach to witnesses, because we
gain and learn much from their trust that we give them a fair
hearing.
I would like to thank everyone who has made PASC's
work so interesting, enjoyable and worthwhile. This includes our
witnesses, those who have contributed in writing or in other ways
to our inquiries, and those who have been formally appointed advisers.
I would particularly like to thank our two permanent advisers,
Dr Gillian Stamp, who has advised PASC for much of this Parliament
in respect of our work on the Civil Service, and Simon Briscoe,
who has provided so much invaluable advice to support our work
in respect of government statistics. I also acknowledge and thank
so many who have given time and energy to give me and PASC informal
advice and guidance.
PASC has been extremely fortunate to have enjoyed
the devoted work of a succession of Clerks, Second Clerks and
Specialists. It is a privilege to work with people of the very
highest calibre. We could always do with more such support, and
if Select Committees are to become more effective, they need more
resources and support, but this is not to undervalue what we have
had. Indeed, the hard work and extra hours exemplify the highest
standards of public administration, something which PASC knows
how to evaluate. I extend the same thanks and appreciation to
PASC's administrative staff, to the senior clerks of the House,
to the whole of the House Service, and to the staff in my own
office.
Finally, I thank my colleagues who served under my
chairmanship. Some have come and gone, but some have served throughout
this Parliament. Every one of them brings a unique perspective
and experience from across the UK and every one of them has not
only appreciated the importance of our work, but has contributed
to it.
Bernard Jenkin MP
House of Commons
24 March 2015
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