Why then did she resign? It could have been because she was “piled-on” by “bullies, misogynists, and the aggrieved.” This condition was certainly not unique to Jacinda Ardern. Many political figures around the world have been brutalized in the opposing media and often even threatened (as was Prime Minister Ardern) with physical harm. She was seeking to find balance (like many women and some men) between her personal life as mother and newlywed, on the one hand, and her work life and the demands for responsibility and accountability as Prime Minister, on the other hand. This balance didn’t always work. Jacinda Ardern now seemed exhausted, as is the case with many leaders who try to translate their visions into action. Her words justifying her resignation would seem to be echoed in the life of many compassionate leaders: “I know what this job takes, and I know that I no longer have enough in the tank to do it justice.”
There was also the matter of the Prime Minister’s compassion sometimes breaking down. Jacinda was caught on a hot mic calling a lawmaker who opposed her an “arrogant prick.” It is hard to always remain compassionate and caring when faced with ongoing opposition and hostility in the public forum. Apparently, Prime Minister Ardern began to believe in the hype about herself. This led to her overuse of humanistic practices. She seems to be blind to the requirements of sometimes harsh and sometimes thoughtful leadership strategies.
She was blind to some of the needs and challenges facing her country, which requires a heavy dose of thoughtfulness and decisiveness. In a country where agriculture is king, she was seen as waging a “war on farmers” with her “extreme climate-change agenda.” While her environmental concern for the future of humankind and the world is to be (and was) admired, this orientation needed to be blended with some analytic leadership. A splash of collaborative leadership wouldn’t have hurt, for it is always needed when matters of global survival are introduced in a public forum.
More generally, the lack of consistent tactical and strategic planning during this Prime Minister’s period in office has led to a variety of problems affecting the country’s economy and the human services being provided by the government. These services are particularly important in a country such as New Zealand, which is noted for a high tax rate that is required to support all its citizens.
Jacinda Ardern is accused of “lacking toughness” when fighting against the predictable backlash that comes from controversial actions that she took. Ardern is accused of quitting because she couldn’t “cope with her halo having slipped.” The story of New Zealand’s young woman leader, at first heartwarming, has had a chilling ending. Can anyone serve in high office during the mid-21st Century with a heavy dose of care and compassion? Is a strong suit of psychological armor needed if anyone is going to do battle in our highly polarized world—especially if they are well-intentioned women?
Coaching Jacinda
As I have already noted, the domain of information is particularly salient in a postmodern world. As I have also noted, this world is filled with the swirling alternative realities of VUCA-Plus. The realities that one does “discover” are often volatile and complex. They are filled with uncertainty and ambiguity. Leadership in this world requires the ability to navigate turbulent environments filled with contradictions. In the midst of these challenging conditions, one must not only grasp onto a specific reality and be guided by it but also find ways to test the validity of this often “slippery” reality. Jacinda certainly had to provide leadership in New Zealand under these challenging conditions.
Furthermore, as a person with power and authority, she was easily presented with “realities” about herself that were neither accurate nor helpful. As noted, Jacinda may have started to believe “the hype about herself”—both good and bad. She would have required some clear and valid information about herself and the environment she is about to enter as she leaves her position as Prime Minister and considers a “new life.” I offer a hypothetical case of how I might serve as a coach to Jacinda during this transitional period.
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