Article
Comment
Leading
Politics
3 min read

My problem with the polls

Chasing the polls hobbles the leadership we really need.

Jean Kabasomi works in financial services in London. She also writes and broadcasts. 

A graphic shows two political opinion poll questions and bar graphs.
Political opinion polls.
YouGov.

Recently reviewing the media’s coverage of the riots in the UK, I came across an article in The Telegraph that both surprised and annoyed me. It outlined an opinion poll conducted on the government’s response to the riots. It claimed that 49 per cent of the population were unhappy with the Prime Minister’s response to the riots. 

Now, you might be wondering why I was annoyed by the article. For me, IF opinion polling is to be used it has three principal applications. First, it might be used to understand how people intend to vote in an upcoming election. Secondly, polling might be used to inform governments or public organisations. They might want to understand how a policy could impact the general populus or a specific group of people. Or measure whether a policy is having its intended impact or not. Lastly, polling might be used by a government to gauge how its overall programme is being received by the population it was elected to serve.  

Polling, in my view, is not supposed to be used   to ask the general public about the day-to-day functioning and decision-making of a recently elected government. Again, you might wonder - why does this matter?  

Well, you don’t need to be a polling expert to know that trust in politicians in developed democracies around the world is at an all-time low. The prevailing view is that politicians are out for themselves, lack integrity, do not believe in anything in particular.  They are happy to provide their opinion based on whichever way the wind is blowing.  

The blame for this is often placed at the feet of those politicians. The argument is that the calibre of people choosing politics is far lower than it has been in previous generations. As such we have a group of leaders who do not believe in what they tell us. Others argue the toxic culture of social media, the overall decline in moral standards in Western democracies and the rise of the culture of the individual, also contribute to fewer common norms on moral expectations.  

All of these are true and do intensify the situation we find ourselves in. But I think there might be a more fundamental problem that is rarely addressed. Instead of politicians getting on with the job they have been elected and therefore delegated to do, they are constantly trying to please people instead of serve people. 

Politicians are having to constantly try and not say the wrong thing on social media or in a tough interview. They are, more and more being urged to respond to polls (often commissioned by the media) and the resulting stories about the day-to-day functioning of government. In any sphere of life, it is virtually impossible for any leader to make a good decision if they are constantly forced to question whether they are making the right decision not because it might harm the people they are leading or serving but because it might not be received well.  

If we want the calibre of our politicians to improve, our current crop needs the freedom to govern, oppose and lead without the need to please us. 

Both Jesus and St Paul spoke of the contrast in pleasing people instead of being led by God (or your convictions). Jesus said that you cannot serve two masters. You will either hate one and love the other or be devoted to one and despise the other. Here, the contrast in question is between money and God. But the principle remains the same. Politicians cannot govern effectively if they are trying to win a popularity contest at the same time.  

This does not mean that politicians should not be held accountable. They should be able to explain and justify the policies and decisions they make within the confines of the system that they have been elected into. In the UK, this includes Parliament, engagement with constituents, in-person surgeries and meetings, party management, and dialogue and examination by the media. It should not include weekly polling data which seems to serve the purpose of generating cheap content and fleeting headlines.  It prevents the politicians from taking difficult but necessary decisions and stifles debate on challenging topics.  

If we want the calibre of our politicians to improve, our current crop needs the freedom to govern, oppose and lead without the need to please us. They need to feel compelled to serve us. Not only will this lead to better decision making but it will also encourage ‘stronger’ candidates to enter politics knowing that they have the freedom to contribute to a better society for all. 

Article
Comment
Sport
6 min read

Why England lost the Final

Emerson Csorba explores why love is a game-changer when it comes to winning.

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Gareth Southgate congratulating the team

So, England reached another final which ended in crushing disappointment. Despite their ability to grind out wins deep into Euros and World Cup tournaments due to the savvy approach of now ex-coach Gareth Southgate, the team risks a similar fate as it looks toward the World Cup.

Gareth Southgate resigned as England manager having lost two successive Euro finals. And maybe there’s a reason. His style is habitually defensive, cautious and careful. There is a sense in watching England that they fear failure under the weight of expectation, the fear leading to a strange restraint. There was a caution in their play, the potential of their extraordinary players limited rather than unlocked. When they equalized in the final, they inexplicably failed to capitalize, sitting back and letting Spain come at them again, leading to Oyarzabal’s winning goal.

It is not surprising that England were overtaken in the final minutes of the Euros by an opponent that went for it. Spain played with more intent, winning the tournament with fewer stars than England, but with heart embodied in captain and player of the tournament Rodri.

Compare, however a lesser-known football nation in a less well-reported competition over these past weeks.

Little was expected of Canada’s Men’s National Team upon entering their first “Copa America” football tournament in late June. However, led by former Leeds United coach Jesse Marsch, Canada made the semifinals – a remarkable run that had much of the ice hockey-loving nation turning their television sets to football.

It took the eventual champions and world number-one Argentina and its star Lionel Messi to knock out the Canadians in a closely fought game. Argentina coach Lionel Scaloni called the Canadians “a very good team that’s made it hard for everyone.”

When all was said and done, Canada advanced further into the tournament than Mexico, the United States, Chile and even titans Brazil.

What was behind Canada’s recent Copa success? And what can be learnt from coach Jesse Marsch – and other similar coaches – in unlocking the potential of their teams?

The answer, modelled by Marsch but seen in other select coaches’ approaches, is found in a quality not often mentioned in the world of sport: it is nothing less than Love, and the courage it produces.

A quality which is not often mentioned in the world of sport: Love, and the courage it produces.

Certain coaches’ evident love for their team allows players to tap into new reserves of energy, taking risks despite fear of failure. These teams play with courage, striving to win, rather than sitting back. They leave everything on the field. This love keeps teams on the offensive, their opponents on the defensive. Such courage is important in modern football, which values a high-energy, attacking style.

Modern sport rewards teams who display speed, directness and versatility. Just as the smartphone has sped up the pace of modern communication and life, rewarding those capable of communicating with large audiences instantaneously, football and other sports reward those with quickness and directness in their style of play.

For instance, in American football, the “quarterback” position of previous decades needed only throw the football effectively. These days, the best quarterbacks must throw and run. Speed, directness and versatility are demanded of the modern quarterback, mirroring the overall speeding-up of society and their ability to reach people instantaneously in an increasingly interconnected world.

Canada, adapting to these changes, brought speed to every match. Marsch’s enthusiasm on the sideline was clear throughout the tournament. Canada provided opponents with little room to breathe, keeping on the front foot from the opening kick to the final whistle. The team was rewarded accordingly, despite their inexperience and lack of stature. The same was true of the dynamic Georgia team in the Euros, who humbled the mighty Portugal 2-0 in the group stages.

Marsh recognised Canada’s potential when others didn’t. Following a quarterfinal win over Venezuela, arguably the most dominant team in the tournament up to that point, with the stadium packing 48,000 Venezuelans compared to Canada’s 1,000 fans, Marsch highlighted his players’ untapped ability. He did this throughout the tournament, and his players fed on this awareness of their potential.

Marsch’s own story is one of challenge. He was fired in 2023 by Leeds United and then rejected by the United States Men’s National Team. Despite his track record and promise, he was overlooked in favour of lesser candidates. These rejections provided Marsch with a deepened belief in his own ability and unique style. This inner strength in turn provided his players with courage in hostile matches throughout Copa America.

Reflecting on the Copa America success, Marsch said: “I want to get back to loving the game that I love, and this team has helped me find that, and I’m very thankful for that.” This love helped the Canadians play with courage, tapping into energy levels to underpin this courage.

Few coaches achieve this – but the results are evident for those who do.

In the English Premier League, Jurgen Klopp, Mikel Arteta and Pep Guardiola are often criticised for their exuberance on the field, but each coach clearly loves their team. This translates to teams that do not easily give up, responding quickly to setbacks.

St Paul famously wrote: “Love always hopes, always perseveres.” When they are bound together by a sense of love, it enables a person, or a team to push forward, never giving up hope, always pressing for the win.

Jurgen Klopp loved the city of Liverpool and demonstrated this through his unforgettable hugs of his players and on-field energy. His players fed off this love and routinely went for it. Liverpool launched long ball after long ball, with fullback Trent Alexander-Arnold one of the best long passers in the Premier League, game in and game out, winning the Premier League for the first time in decades and even reaching the pinnacle of the Champions League.

Mikel Arteta inherited and rebuilt an Arsenal that had fallen from previous heights. One moment stands out in this rebuilding process. Following a shock loss to Everton at the midway point in the 2022-2023 season, Arteta told the press that he loved his team “even more” than he did previously. Arsenal were unable to unseat Manchester City that year, losing energy in the final weeks of the season. But they took their game to a new level in the following campaign, pushing City to the final day.

Pep Guardiola is the exuberant and intense coach of Manchester City. But look at his captain Rodri, who recently led Spain to Euros glory. Following Spain’s victory, Rodri commented “In sport, as in life, when you leave it all there, you are rewarded.”

Rodri made a similar comment following Man City’s fourth consecutive EPL title, stating that he knew Man City would win the EPL title following Arsenal’s 0-0 draw with City at City’s home stadium the Emirates.

The reason? Arsenal came to achieve a draw – not a victory. They did not demonstrate the heart needed to win the game decisively. They were lacking in love in that match, playing instead not to lose. The difference between these approaches, one focused on winning and the other on not losing, was fear – even if subtle.

The Jewish sage Hillel is well known for saying “If I’m not for me, who will be for me? And if not now, when?” The coaches described above, each demonstrating love, instill in their teams the ability to take risks, playing boldly. This is Hillel’s “if not now, when?”

St Paul famously wrote: “Love always hopes, always perseveres.” When they are bound together by a sense of love, it enables a person, or a team to push forward, never giving up hope, always pressing for the win.

Love is the vital quality providing players with the courage, to play on the front foot with a view to winning decisively. It is conducive to success in modern football valuing speed. Led by the coach, and spreading through players, it is the difference-maker as the margins between failure and success continue to narrow.