The function of a leader is to lead, a truism made starker even by quick appraisal of effective leaders we know.
Ghandi's leadership was strategic, reflective, always finely considered. Never suffering fools gladly he was yet compassionate, firm.
He never made the mistake of underestimating the British, nor viewing opposition as incompetent. Never seeking personal gain from the anti-colonial struggle he led and decisions he felt compelled to take, his most powerful weapon was 'the fast'.
This is not to ask Prime Minister Bruce Golding to become what Churchill called a "half naked fakir". No need to abandon lobster salad, silk ties, Givenchy, Bally, the SUV. Nor do we expect you to be a Nelson Mandela.
But you should ask: Where's my contribution to Jamaica best made? That established, how best to make that contribution? If you pursue these two simple yet complex questions to their logical conclusion and act on those you determine, you'll end up in a much better, stronger position.
Here's the thing. I've been considering intermittently over many days, Jamaica's strategic options.
All this amidst a politically classic revealing of consummate skill Barack Obama and his team embody and apparently, effortlessly demonstrate.
But even as we watch Obama's path, contemplate deep strategy sessions, polite discord and discourse, midnight oil burnt over all that data and projections, we realise big dissimilarities to Jamaica.
Perhaps those differences explain our continual exhibition for over 30 years, of so many seemingly intractable problems.
While it is possible to know the people, be convinced of their expertise as they are chosen to advise the new American President and, say, a British Prime Minister, those who make up the core advisory team to Jamaica's Prime Minister and the political directorate tend to be secret - at least secret from 'regular' Jamaicans.
Parlour and veranda talk, however, suggest significant presence of persons who run, own or are otherwise associated with big successful business enterprise in the country - special interest and fund contributor groups.
There is also, the group, if my recall is correct, of what political strategist D.K. Duncan described as 'die-hearted', committed partisans who may present with academic, technical or other qualifications that prepare them for their advisory role.
Regardless though, the main difference is that key advisors and strategists are not revealed to the public. Perhaps because these positions tend to be unpaid and their existence held secret, there is no job description of political strategist, chief economic advisor or speech-writer, etc.
This tends to lead to counter-productive situations: advisors may either be given jobs paid for by the state upon victory by the party, or funded 'on the side' by contributors.
This is not the best situation.
Strange
That it prevails is strange, for it is decades since the role of permanent secretary, and the top civil service in general have been more that of functionary than policy wonk, trusted, impartial advisor under the waning Westminster model.
The all-knowledgeable, powerful positions occupied by former civil servants like the late G. Arthur Brown, Horace Barber and others assume the status of legend.
Prime Minister Bruce Golding. It's time to strategise, Mr Prime Minister. - File
Stories are told for instance, of technocrats so confidential, holding stuff so close to their chests that it made them truly loved by the politician. Yet simultaneously, that modus operandi made them almost indispensible - only they knew what existed in the key files. I don't think any of them however, was ever as powerful as Sir Humphrey Appleby of "Yes, Prime Minister", the ever so hilarious BBC comedy.
But after all this, what advice for Prime Minister Golding - advice totally unsolicited? Just a few points. First, Jack Welch, General Electric's legendary leader boasted that those he employed for key spots were brighter, always knowing much more than he. Name your advisors and create specific positions for them so their role can be clearly identified constitutionally, and funded.
Ministers neither generally have all the requisite knowledge nor expertise to create policy. They secure their positions after winning at the polls, yet are expected to be smart, intelligent and wise enough to sift alternative policy options, choosing the right one for the circumstances.
Die-hearted
Avail yourself of advice competing with that of inner circle party 'die-hearted' affiliation and/or business interests.
Your own time is invaluable, indeed paramount and should be spent only on big matters. Allocate blocks of time to strategy and avoid too much firefighting. Strategic analysis of Jamaica's problems and creating scenarios to solve them are critical.
Focus your major contribution here: effective decision taking, choice of implementing team and finally, implementation.
Whatever you choose to champion in the strategic sphere should have at least two attributes: innovation-enhancing possibilities and the capacity to create pride in Jamaica and Jamaican effort.
Find the money to erect the new Parliament buildings. We don't have the space to expand but symbols are fundamentally important to the people and in statecraft.
Clean up Parade and rehabilitate downtown as part of your stimulus package.
Maximum spending
Insist on maximum spending on locally produced inputs to the extent that you can - from architectural design to functional yet pleasantly decorative red-mud walkway tiles perfected in the University of the West Indies' Physics materials laboratory.
In doing this, ensure transparency, efficiency and accountability hence party affiliation becomes irrelevant. Insist upon it; demand it!
Optimise public transport; make small, fuel efficient vehicles available and cheap. Support domestic food crop production and rehabilitate our renowned Jamaican cattle breeds.
Create legislation with requisite regulatory apparatus outlawing Ponzi and Madoff-type schemes. Share bad news openly with the people. We'll handle it.
Contrary to Wray and his nephew's belief, Jamaica's spirit is not really Appleton. It is exemplified in Bob Marley, Usain Bolt and TP Lecky, folks by the Half-Way Tree clock, Coronation Market and Gimme-Mi-Bit.
Do pardon this unsolicited intrusion.
wilbe65@yahoo.com