Leadership

As the Prime Minister of the United Kingdom and Northern Ireland from 2010 to 2016, Cameron faced an array of complex challenges and crucial decisions that shaped the course of the country’s history.

His tenure commenced amidst the aftermath of the global financial crisis, and Cameron’s ability to implement prudent economic policies and navigate through austerity measures demonstrated his resolute commitment to fiscal discipline. Under his leadership, the UK’s economy gradually rebounded, and significant strides were made to address the budget deficit, setting the nation on a path towards recovery and growth.

Suffice to say, this is no normal handshake. Beyond economic matters, Cameron was instrumental in shaping the future of the UK’s relationship with the European Union. His decision to hold a referendum on Brexit, although contentious, reflected his belief in democratic principles and respect for the collective voice of the people. The outcome of the referendum, in favour of leaving the EU, brought both praise and criticism, solidifying his status as a transformative and decisive leader.

In foreign policy, Cameron played a crucial role in international affairs, advocating for humanitarian causes and taking a firm stance on issues such as the Syrian civil war and the fight against terrorism. His leadership on these matters earned him respect on the global stage and highlighted his commitment to making a positive impact beyond his country’s borders.

One firm, albeit diplomatic, handshake later, and we’re sat down to unpack Cameron’s own experiences, thoughts, and lessons on leadership. Clearly from the onset of his career, Cameron’s ability to lead a team has been essential to his success – and one that he immediately alludes to in our conversation.

“The most important qualities of a leader are obviously the ability to build a team and develop a vision, the ability to develop a strategy that delivers that, and then the ability to follow through and implement it while talking with the people around you,” he says.
This is so deeply important to success that Cameron believes it doesn’t matter whether “you’re leading a business, leading a country, or leading a charity or volunteering organisation – the same rules apply.”

“You can’t do this on your own. You shouldn’t try.”

Preparation and communication are two other key elements that Cameron believes are essential for leaders. Thinking deeply about the issues at hand, planning for various scenarios, and being well-informed allows leaders to make more informed choices. Moreover, effective communication is paramount, enabling leaders to articulate their vision clearly and inspire others to rally behind their cause.

It’s perhaps unsurprising that a politician as well versed in public speaking as Cameron, who famously delivered his bid for leadership of Britain’s Conversative party in 2005 with very few notes, also believes in the importance of effectively expressing vision.

Whether addressing their team, the public, or international counterparts, the ability to convey ideas with conviction and clarity could make all the difference in garnering support and driving positive change.

The weight of leadership expectations is something Cameron understands well. When he assumed the role of Prime Minister in 2010, the UK was still grappling with the aftermath of the economic downturn.

The public’s expectations were high, seeking not only economic stability but also effective measures to address unemployment, public debt, and the strain on public services.
Tackling this responsibility, and associated crises, requires leaders to find a balance between fulfilling the expectations of their stakeholders, while avoiding becoming “too messianic about it.”

Politics of business

On the subject of business, Cameron is quick to discuss the ways in which politics and business leadership have frequently intersected, and in some ways, are moving closer.
“The job of a Prime Minister or President is somewhere between Chairman and CEO, it’s a bit of both,” he says.

Cameron is using the example of the boardroom as an analogy for the differing leadership needs of business and politics, noting that while a CEO may only have to worry about their shareholders, as a politician, “you’ve got to try and bring all the different aspects of that country together.”

“I think that in the past, quite a lot of business leaders thought that really their role is to maximise shareholder value. That is the most important thing and other things take a second place,” he says.

Now, however, Cameron believes this dynamic is changing, with more importance placed on a wider variety of subjects. Business leaders have “got to think about what the environmental impact” of their businesses are, along with answering questions like: What is the impact on the places that we operate? How am I fulfilling the needs and wishes of the colleagues I work with? You’ve got to think more about communication. You got to think more about the dangers to your brand or things going wrong.”

More so than ever before, the similarity between business and politics are “getting closer,” a situation that is “desirable because businesses can be great agents for social change as well as economic change.”

“Even if you don’t like the sound of it, I’m afraid that’s what’s happening.”

UAE shines a pathway

Our conversation takes place in the UAE, a country which already has a history of leadership not just in the Middle East, but around the world. “The UAE has demonstrated that there is a pathway for Muslim Arab countries which consists of having a free and open economy, encouraging international investment, encouraging people to come here, and showing that a successful society and country can be built on that basis,” Cameron explains.

Cameron’s admiration for the UAE’s achievements stems from its ability to create a thriving society and country based on an open and inclusive economic model. He notes that this success is not solely reliant on hydrocarbons, as seen in the flourishing cities of Dubai and Abu Dhabi which have become beacons of modernity and prosperity.

By diversifying its economy and harnessing the power of innovation and entrepreneurship, the UAE has transcended traditional resource-based economies, elevating its status as a global player.

The economic strength of the UAE has not only bolstered its domestic standing but also translated into enhanced political influence on the international stage. During his premiership, Cameron recognised the UAE’s potential to have a significant impact on regional and global affairs, with the country continuing to rise in prominence.

“Obviously, that economic strength has brought with it political influence in a wider way, and I saw that as Prime Minister all the time, that the UAE wanted, and deserved to have, a bigger say in not just regional issues but also international issues,” he says.

For the time being, the UAE finds itself at the forefront of global climate action, with COP28 fast approaching. The conference, of critical importance to the ongoing battle against climate change, will bring together leaders from around the world to chart a path toward a greener and more sustainable future.

The very fact that the UAE is now chairing the COP process is a demonstration of the country’s increased importance on the global stage, Cameron argues, and, on the conference itself, he believes the nation will “do a good job.”

When I turn to reflect back on my conversation with Cameron, I am reminded that true leadership extends far beyond the boundaries of a single nation or a specific era. Throughout the interview, it struck me that the former Prime Minister’s lessons on how to tackle the crises of leadership continue to remain relevant today.

Cameron’s journey as a leader embodies the complexities and challenges that come with governance, yet it also showcases the potential for positive change and progress. From navigating economic crises to championing global efforts on climate action, his experiences offer invaluable insights for current and future leaders grappling with their roles in an ever-changing world.

Clearly, Cameron’s lessons regarding teamwork and unity will remain important posts for leaders to navigate by as the future unfolds, while his insights around the power of collaboration, inclusivity, and collective vision will likely transcend the boundaries of political and business realms.

In the end, true leadership is not about one individual, but the fusion of different talents and abilities, and in this, the importance of the handshake returns as a way of binding trust between leaders and their teams.