(Wonkish - Revised Nov. 1, 2011)
Like many other big-tent centrist parties in the Western
world, the Liberal Party of Canada has just taken the worst electoral beating
in its history. Similar to many of them, it has lost ground relative to its
main competitors mainly due to a combination of poor priorities, weakened
leadership, and past sins.
This did not happen overnight, as most readers of this
text well know. The LPC has been losing ground for decades in Western Canada,
Quebec, and rural Canada for specific reasons (e.g., NEP, Meech, and gun
registry, respectively), and overall for other reasons (e.g., sponsorships,
leadership, etc.). Its percentage of the vote has been dwindling since 1993,
and wasn’t all that high during the Mulroney years either.
Foremost, it has strayed from its overall purpose as a
party which is, I would argue: to assist the greatest number of Canadians, from
the bottom up, improve their standard of living and quality of life.
Middle-class families and individuals have seen their standard
of living more or less stagnate since the 1970s. Inequality, personal debt,
total hours worked, anxiety over the economy (especially recently) and health
services, and stress for time and money have all risen steadily and are at
their highest levels in decades. And that doesn’t even speak to the greater
number of families in poverty across the country, many in dire straits with
kids eating only one or two meals a day near the end of the month when social
assistance or minimum wages run out.
The party needs to get back on track in a BIG way,
and be seen to do so genuinely – to authentically and passionately care about
their deteriorating situation and doing everything it possibly can to assist
them, now and into the future, with competence, consistency, integrity and
candidness.
The LPC has already started to move in this direction
with its emphasis on jobs, the economy, and healthcare. It needs to continue on
that path and back it up over the next few years, with attractive ideas and
initiatives that prove it is dead serious about bettering
the lives of Canadians, improving its governance, and changing its ways.
But before we get into debates over which ideas are
best, it is essential to understand that even with a more appealing program, no
matter how resolute, inviting and forward looking, it probably won’t suffice. Like
other inspiring individuals and organizations, the party needs to begin by finding
its “WHY”.
Leading with WHY
As leadership expert Simon Sinek says in his book Start with Why, “People don’t buy what
you do. People buy why you do it.” It is the emotional side of the brain
that is responsible for most (some say all) human behaviour. Voters can
understand policies, benefits, facts and figures, but these do not drive
behaviour. “So we need to talk directly to what does drive behaviour and then
allow people to rationalize it,” he argues.
Most organizations and individuals naturally start by
stating WHAT it is they do, and some manage to describe HOW they do it. Very
few get to the fuzzier, central question of WHY they do what they do. The best
leaders on the other hand reverse the order and answer first and foremost the
“Why?” question, i.e. their purpose, cause, beliefs, core values, indeed why
their organization exists, why they do what they do, why they get out of bed in
the morning.
Sinek provides examples of great leaders and
organizations who started with WHY and little else, such as the Wright brothers,
Dr. Martin Luther King, and, because it is the easiest to understand, Apple
Inc. Most computer companies he says start by saying: “We make great computers
(the What?). They have all the latest innovations, are beautifully designed and
user friendly (How?). Want to buy one?” Not particularly inspiring.
Apple and its founders on the other hand start with
WHY, that is what they stand for: “In everything we do, we believe in
challenging the status quo (in fact oligopolies, leading to a changed world!). We believe in doing
things differently. We do so by offering the most innovative, beautifully
designed and easiest to use products in the world. Want to buy one?” Or, implicitly,
“Want to join us?” Much more inspirational and effective.
Candidate Barack Obama also answered his WHY question
first leading to the 2008 presidential election. He believed that America was
not fulfilling its promise to most of its citizens, and that it needed to
fundamentally change the direction in which it was headed, giving people hope,
and doing politics differently. HOW? By withdrawing troops from Iraq, improving
the healthcare system, moving to a greener economy, working with all who shared
this vision (Democrats, Republicans and independents), and putting people back
to work. WHAT he did was run for the presidency. He asked Americans to join and
to do so for their own sake, not his, all brilliantly communicated in speeches
and slogans.
It is fairly easy to answer what the Trudeau
government stood for and which was captured in the all-encompassing slogan, “A
Just Society.” The Chrétien mandates, successful electorally, were perhaps
reversely inspiring – getting rid of the Tories and their policies (GST, FTA, deficits,
etc.) and preventing Quebec secession in reaction to the 1995 referendum.
Since then, the LPC has mostly concentrated on the
“How,” and not particularly well at that, lacking focus on a few core issues to
Canadians, resisting Tory regression on some issues, proposing the status quo
or new policies and programs in other areas. As Sinek puts it though, Dr.
Martin Luther King’s speech was titled, “I Have a Dream!”, and not, “I Have a
Plan!”
So how would federal party answer the WHY question
today? Why is it doing politics? What does it believe in? What is its dream?
What motivates it? What does it stand for?
Finding our WHY
Finding the party’s WHY doesn’t come from looking
ahead at what we want to achieve, from strategic planning, market research,
focus groups, or meeting voters, says Sinek. It comes from looking back into
its past, from the party’s ethos, from what inspired its members to join
something bigger than themselves. It resides in the party’s leading figures of
the past and it resides deep down in every member and supporter today.
The exact wording that defines the leader’s and party’s
cause, purpose and beliefs could be arrived at, or at least finalized, by a
small representative group with the help of a couple of communications experts.
It should then be expressed forcefully, passionately and credibly by the party
leader in a major speech and venue (e.g., at the party’s January
convention), speaking from the heart and giving of himself, supported with
images and actual cases. Other leading figures in the party, locally and
nationally, could then pick it up and repeat it, sometimes in their own words.
A few appropriate, catchy slogans should also be devised to advertize and
promote its WHY.
Once the party has started to touch our citizens’
hearts by reclaiming its WHY and stating it loud and clear, it needs to back it
up with ideas and initiatives that not only confirm its WHY, but provides
voters with the rational to support it. As I said before, it needs to show we
are dead serious about bettering the lives of Canadians, improving its
governance, and changing its ways. Here’s HOW.
HOW to drive home our WHY
They say in fundraising that the heart makes you want
to give, and the brain makes you write the cheque. A great cause must still
offer potential supporters an effective plan of action and confidence that the
plan will get done, at minimum cost.
The party needs to put forward the greatest public
policies it possibly can and, where it does not have the answer, the best
process in developing them. It will need to distinguish between short and
longer term policies and issues, deal with some of its past weaknesses as it
looks to the future, and be bold enough to light up the imagination while being
mindful of the overarching anxieties of the populace over the economy and
governance. It also needs to keep in mind possible counter attacks from other
parties.
Timing, sequencing, strategizing, alliance building, aiming
to gain early successes, learning, empowering members and citizens, and gaining
trust, etc. are all part of the planning and implementation processes. Here are
some ideas in line with the party’s WHY and most voters’ concerns at this time,
presented in chronological order, starting with its communications:
1. Make GREAT speeches – The present interim
leader Bob Rae is already pretty good at it. Words matter, they define the
leader and his party, inspire and mobilize citizens, and are one of the few
things he can use in opposition. The leader needs more memorable lines, expressing
the party’s WHY and HOW forcefully, passionately and credibly, speaking
candidly. He and his MPs also need to personalize the issues by meeting
with regular folks and hear their stories, problems and solutions – they know
where it hurts. They should then make specific references to such cases, either
in live situations or through speeches, to show that they really understand
their plight, and will help them and others in similar situations.
2. “It’s (still) the economy, stupid!” (short-term) – Soon after the Great Recession and present downturn, the party
must continue to stress jobs (for those without or threatened) and the general
economy (for everyone else): push for a postponement of spending cuts, maintain
EI temporary extensions, ensure basic human needs of our citizens are met,
redirect waste savings into these new expenditures, put in place the necessary
measures at the national and international levels so that such a financial
fiasco never occurs again, etc. Best not to wait until the country is in another
recession before reacting. It is easier to correct an overreaction than an under-reaction.
3. Eliminating mismanagement and waste: Before even talking about what else the party
wants to do, it should state that it will do a thorough review of programs and
management practices. Some could start now while in opposition. Liberals need
to carry this issue to help gain Canadians’ trust and confidence, while
ensuring the Conservatives don’t use this necessity to implement ideological
changes. Many Canadians wouldn’t mind paying taxes so much if they didn’t think
governments wasted, splurged, mismanaged or deviated so much of their revenues.
Major cost overruns and waste in the past should be thoroughly analyzed, and solutions
and mechanisms that could avoid such problems in the future communicated. The
party has already started to identify and communicate some of these at its
“Waste Wednesday” press conferences.
4. Strengthening accountability – Again
to regain people’s trust, Grits need to prove in a big way they are deadly
serious about fighting corruption and correcting their ways, especially with
remaining stigmatism (it won’t go away by ignoring it). They could: a) Verify independently
that there is no collusion and corruption in any industry bidding for federal
government contracts, and implement changes where necessary; b) Strengthen the
Canada Accountability Act; c) Strengthen the internal party financial management
and accountability.
5.
Improving our standard of
living (medium/long-term)
– The LPC needs to own this
issue more than any other party, by having an in-depth, open look with
experts and stakeholders at why the middle-class’ standard of living has been pretty
well stagnating and come up with a set of credible and stirring proposals to
turn this situation around. The process must be inclusive and empowering, providing
both an opportunity and a “learning” moment.
6. Bettering our healthcare – With federal-provincial negotiations on the next agreement on
healthcare financing coming up, and given the constant preoccupation of
citizens with this matter, the party needs to be as clear as possible on both
the retaining of our public healthcare system and work with the provinces on
how to improve it. Many ideas have been proposed in provincial and federal
studies, as well as by professional associations, practitioners, service
providers, social organizations and other stakeholders.
7. Reforming our democracy – Given levels of dissatisfaction and voter turnout
across the country, begin a process now of looking at ways of improving our
electoral, parliamentary and governing systems. Decide whether to have a wide
open agenda or structure the discussion on a few specific issues, such as: PR,
2nd rounds, preferential ballots, etc.; expenditure limits between
elections and independent control over government advertizing; party and
campaign financing; strengthening the role and power of MPs, parliamentary
committees, parliamentary budget and auditor’s offices; Question Period; gender
parity; consultative and participatory democracy; initiative and referenda;
salaries, expense accounts and pensions; total number and distribution of seats
in the House; Senate and constitutional reform; minority governments and
coalitions; mainstream media polarization; and other possible subjects.
8. BHAG (Big Hairy Audacious Goal) – Linked
to the above, should the country set an inspiring, promising, unifying,
audacious grand objective that mobilizes energies and resources in a common direction
for the public good? If so, the party needs to be mindful of its benefits and costs,
people’s priorities and opposition from various sources. It requires a thorough
evaluation before making a decision and, if it goes ahead, elaborating the best
strategy, developing a wide consensus and alliances, and excellent
communication. Here are a few ideas, some more audacious than others:
a) Making Canada an Oil-Free State by 2040 (or at least a GHG-Free State where total emissions
are reduced by 80%), sold primarily to diminish growing monthly fuel bills of
our citizens and businesses, strengthen our economy by spending equivalent sums
here, and contribute to GHG reduction. This would require mobilizing much of
our economy and using various means, but it would not mean that Canada’s oil
and gas industry would have to shut down. It could still continue to sell its
products and expand under acceptable conditions such as maintaining the health
of local communities, contributing to GHG targets, restoring the land, and
eventually selling only to countries abiding by international climate change
treaties.
b) Finding a cure for a particular disease: Much money is already spent on
research on cancer, heart disease and other diseases around the world, but
interesting lines of investigation could be pursued and generate great creative
interest. Canada already has a vibrant pharmaceutical industry and university
research facilities that could be expanded, attracting researchers, creating
well-paid jobs, and producing many secondary benefits.
c) Eliminating poverty within 15 years, without
increasing total expenditures over the decade through literacy campaigns and
other training, internships, increases in minimum wages or a guaranteed minimum
income, social housing, allowing welfare, EI and GIS recipients to
progressively earn income, etc. Many groups have been asking for a national
anti-poverty strategy and a number of studies have been conducted. The party
will need to make sure that the middle class will not pay more, but rather will
save in the end, as well as create a more efficient and egalitarian society.
d) Create a National Internship Program, run by the provinces, that offers graduating
students, unemployed or underemployed workers in transition, and recent
immigrants 3 to 12 months paid internships to gain work experience in the
private, public or non-profit sectors. This already exists in many trades and
at some universities (co-op programs). A few countries have such national
programs that could be examined and adapted.
Robert M. David teaches at the University of Ottawa and Concordia University. He was a Liberal candidate in 2009 and 2011.
Robert M. David teaches at the University of Ottawa and Concordia University. He was a Liberal candidate in 2009 and 2011.
