Electing a prospective Prime Minister

After a number of electoral defeats the Malta Labour Party, which I support, is searching for new leadership with a different approach to promote our social democratic principles and render Labour an electable party.

The task of selection may be the onus of the party, however the selected candidate will also be our prospective Prime Minister and, therefore, it is in the national interest that the right person is chosen to carry the heavy burden.

The party in opposition has a mandate to scrutinise the performance of the ruling party and it follows that it will also make a huge contribution to keep the Administration in good shape, hence, ensuring a good performance for the benefit of all.

Books and reams of articles have been written about the required strengths to make an effective leader but among the best I came across was what consulting firm Zimmerman Lehman looks for in a leader.

The following is by no means a verbatim account of Mr Zimmerman's vision but an adaptation, which, to my mind, qualifies as a good guideline for the delegates of the Labour general conference.

This carries the risk of sounding presumptuous or too paternalistic, however, motivated by my zeal to zest-up the MLP in the national interest, I find no difficulty to take the plunge.

The new leader will require a vision to be able to articulate the future in clear simple language: An emphasis on what will be rather than what is. This is a quality almost all electable political giants agree is necessary for a good leader. Our recent election had two very different visions for the future; whether you liked those visions is a different story. "Flimkien kollox possibli" (Together, everything becomes possible) by Laurence Gonzi and "Bidu Ġdid" (New beginning) by Alfred Sant. A leader should be able to state concretely what success will look like and how our political party will get there.

He must understand what motivates people. Dr Sant had inspired voters with his vision of a better life and working conditions. There are other motivators. Simple but too often ignored motivators include: praise (tell people they've done a good job; appreciation (a simple "thank you" regularly will earn the new leader respect) and recognition (awards and credit on an achievement). Learning to give positive feedback is crucial! Teambuilding exercises are a great way to build enthusiasm and cooperation. Sometimes, however, he will need to motivate by being clear about consequences of inappropriate behaviour.

Emotional intelligence is of the essence. Some call this a gut feeling or an innate sense about what others are feeling. Both Dom Mintoff and Eddie Fenech-Adami used to read a crowd like no one else and their EI was part of what made them both successful. Being able to read people (know what they want or need) is invaluable.

He must be able to empower others. Tell people what he expects from them, give them the tools they need to succeed and then get out of their way. Learn to listen; nothing is more empowering than being heard. He must be trustworthy. Former US President Jimmy Carter's greatest asset was that his behaviour was consistent with his beliefs. Even those who disagreed with him respected him enormously. No one will follow a dishonest or unfair leader with enthusiasm. Actions do speak much louder than words!

The new leader must be willing to take risks. This sounds like a cliché but if he does things the way they've always been done he will always get what we had before

Our new leader should be able to focus and follow through. This involves setting priorities and doing what he says he will. A high percentage of success in life is just showing up.

This is absolutely true. Knowing what to do and then doing it (or delegating it to someone who will make it happen) is a critical leadership ability.

Last but not least, it helps to have a sense of humour. The ability to laugh at oneself demonstrates a degree of self-knowledge and is the easiest way to bring others along with you. Mr Mintoff was the greatest orator we ever had. He used humour to tell a story or make a point. Humour is also a great tension breaker but inappropriate if used to belittle someone (Remember "Goooonziiii" at Birżebbuġa?).

If we find all these strengths in one person we are bound to see a leader. If we find some but not all... well that is what political rearing is all about. Which does he have? Which does he need to develop more of?

The chosen leader has to be a light traveller with no baggage to carry, an inspirational family man, good physical appearance, young and, most important, receptive enough to go through the process and still look young, fresh and strong when it nears the electoral battle.

The quest has to be to talent scout a prospective Prime Minister not a career Leader of the Opposition. The Labour Party is fortunate enough to have people with these talents; it is now the unenvious resolution of the party delegate to act without emotions or looking for personal gains.