"I am human, politicians are human": What we can learn from Jacinda Ardern's resignation
At first glance, five years in office do not seem like a long time. If we look at the years from 2017 to 2022, it becomes clear that time is relative.
During these five years, Jacinda Ardern was above all a crisis manager. A pandemic with painful social and economic consequences. A terrorist attack in Christchurch. The consequences of climate change in a country already affected by natural disasters such as the volcanic eruption on White Island. These were just some of the disasters Jacinda Ardern had to deal with as prime minister.
When she took office in 2017 at the age of 37, she was the youngest female head of government in the world. Now, surprisingly, she is stepping down.
Why? Out of responsibility and respect for an office that demands more than ever. Jacinda Ardern knows what it means to hold a country together in difficult times. And she decided she could no longer do the job. She no longer has the energy to do the job, the 42-year-old said in her resignation speech. "My tank is empty."
Her resignation statement is sincere, self-reflective, and shows great strength. "I hope that New Zealanders will be left with the conviction that you can be kind yet strong, empathetic yet determined, optimistic yet determined," she said.
The power of humanity
What remains is already a paradigm shift in the way politicians and leaders communicate. The authenticity and integrity that characterize Ardern's communication is in many ways unprecedented.
As the Harvard Political Review writes, "Throughout the 20th century, politicians rose to power by displaying traditionally masculine traits like aggression and stubbornness to dominate their opposition." It's high time that other values applied in the political sphere. Ardern's understanding of her role impressively shows that she has understood the democratic idea: Leadership is not a right that belongs to certain personalities. It is a responsibility to the people you lead.
Not only politicians can learn from Jacinda Ardern. Anyone who heads a group, a company, a country or an institution should be able to take responsibility – for their actions, their communication and the consequences thereof.
What sounds simple is difficult for many leaders. Showing vulnerability and empathy? Or even admit that they don't know the answer to everything? Absolutely not! That could be interpreted as weakness. In fact, the opposite is true: Being aware of the complexity of the world and your own role in it is strong. Vulnerability creates trust.
It also includes knowing when it is time to leave. Resignations have an undeservedly bad reputation in our society. Once you've been promoted, whether to an office or a job, you can't go back. On the career ladder, the only way is up.
But a promotion often turns out to be a mistake – because the new position doesn't fit after all, because the strength isn't enough (anymore). In that case, it would be better to leave. Jacinda Ardern has shown how such a resignation can be done with dignity.
Showing poise, weighing things up, admitting uncertainties – all this is part of the repertoire of a credible person. A stable compass of values points north. Even if you can't see the horizon.
What characterizes
an authentic person?
Communication is leadership - especially in times of crisis
Authenticity is especially crucial in today's editorial society, where democracies are more participatory than ever through social media, where companies and politicians face an increasingly critical public. How can leaders communicate authentically and live up to their responsibilities?
Three lessons from Jacinda Ardern's leadership communication:
As Editorial Director at LOOPING GROUP in Munich, Verena Beck is responsible for the global external and internal communications of the BMW Group. Previously, she worked as a speechwriter for board members of Siemens and Siemens Energy AG. As a communications and political scientist, Verena is particularly interested in the political communications of internationally active companies.
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