Nicola Sturgeon 2

Malcolm Durham from Flexible Directors talks about Nicola Sturgeon, good governance, and listening to cogent arguments.

I’m a great fan of Wikipedia and have made my suggested donation for a few years now. You can find out pretty much anything and it has disambiguation pages too, so that you can distinguish between say the sturgeon fish and the Sturgeon politician. For instance did you know that the sturgeon is a late maturing fish that has evolved little over the 245 million years since it first appeared? And Nicola Sturgeon is a politician who has evolved little over the 372 months that she has been a member of the SNP. She is still completely committed to Scottish Nationalism and its ultimate manifestation – independence - which she has now put back on the agenda.

You could ask me why she should change her stance since her aim hasn’t been achieved and it’s what her party stands for. That’s true but it ignores recent history which can be summarised thus:

  1. September 2014 - Scotland votes to stay in the Union with England;
  2. June 2016 - The Union votes to leave the EU.
I realise that I’ve omitted what some may see as key facts such as that:
  • In February 2017 England trounced Scotland at Twickenham (IT’S A GAME Nicola, not Bannockburn); and
  • The next day Nicola Sturgeon announces she will request another referendum; and
  • The Brexit vote will change things for the Scots.
But, and here’s the thing that the 8,174,000 (source Wikipedia) Londoners find particularly galling coming from the 5,295,000 (yup, same source) residents of Scotland, it will change things against the wishes of all 48% of the inhabitants of the four countries that voted.

We’ve worked in nearly 1,000 organisations since FD Solutions was founded (286 years after the Act of Union) and have seen successes and partial successes (I’m pleased to report that the number of outright failures is roughly equivalent to Ms Sturgeon’s attempts at election to Westminster). Apart from useful financial information, I think that the key element in achieving success is good governance. This means listening to cogent arguments, debating their merits then coming to a decision and carrying it through. At Gordon Durham & Co, my family’s building business, we had many setbacks when Government policy changed and funds weren’t forthcoming to our clients. But we stuck to our strategy and eventually reaped the rewards. Contrast this to a company planning a new Scottish distillery which blamed the customers when its white spirits failed to penetrate the market, and didn’t learn from its mistakes in marketing and production.

Running away when circumstances change is not the sign of a good leader and the flaws in her argument are about as numerous as Scotland’s defence at Twickenham. Are you actually going to be independent even though you simultaneously want to depend on the EU? What debt levels will you assume? How will you make up for the £1,000 per head additional Government expenditure the country currently receives (Radio 4 for that one)?

If she was at a board meeting with this level of detail she would be laughed out of the room. Mind you so would David Cameron, who was once described as hubristic (that would be my blog last July), along with Tony Blair who has also admitted to complicity in Brexit. At least they seem to have learned from their mistakes and acquired some wisdom. The Sturgeon on the other hand is slow to mature.

Malcolm Durham, is the co-founder, WealthBeing