Smoke and mirrors: the sovereignty trick

Ahead of the Queen’s funeral next Monday 19 September, Dr Jason Edwards, Senior Lecturer in Politics and Programme Director of the MSc in Social and Political Theory, delves into the mystique of sovereignty. 

Buckingham Palace, London

Watching the live broadcast of the proceedings of the Accession Council on the morning of September 10 2022 is the closest many of us will ever come to seeing the trick of sovereignty played out in real time. Like all good magic tricks, sovereignty needs the right staging to convince us it is real. And there is no greater stage for performing the trick than the ritual and ceremony around the death of the monarch. 

While theorists of sovereignty don’t routinely talk about it as a trick, they have long wrestled with the problem of its mystique. The mystery of sovereignty was clearly on display at the Accession Council in its proclamation of the death of Elizabeth II and the apparently seamless accession of Charles III. The Council was not making Charles king – he became ‘our Sovereign Lord’ the moment ‘our Sovereign Lady’ died. This suggests that sovereignty was somehow transferred between two bodies, or that it was ‘alienated’ from one person to another. But if we know anything about sovereignty, or at least so the story and the language goes, it is ‘inalienable’. Indeed, the constitution of the UK relies on the idea that sovereignty both never ceases and never moves – it is always invested in a single body eternally occupying the space of command. What is the mysterious process that allows a mortal human being to become the bearer of a supposedly permanent and inalienable power of sovereignty? 

In the later Middle Ages, one way of dealing with the conundrum, as Ernst Kantorowicz sets out in a famous book, was to say that the king occupied ‘two bodies’ – the natural body of his own person and the body politic, or the state. Something of this is captured in Louis XIV’s declaration that l’état c’est moi (‘I am the state’). We might also note, as more than one commentator has this week, that for many, the Queen was Britain in a way that went beyond mere symbolism. At a time when it is increasingly difficult to discern commonly valued national institutions or a common culture, Elizabeth II was the ‘constant’ in people’s lives, the shared reference point of Britishness in a society of growing division and conflict. 

The medieval theorists maintained that the king came to occupy the body politic through an act of God. That notion remains at the heart of the Accession Proclamation: it is God ‘by whom Kings and Queens do reign’. In his Leviathan, written over the course of the English civil war, Thomas Hobbes sought to remove God from the picture of king-making; it’s not God who creates kings and queens, but the ‘Multitude United in one Person’, or the mass of the people agreeing to live under the laws of a sovereign lord.  But Hobbes wanted to maintain that the sovereign power exercised by a king or queen (or indeed by an assembly of men like a parliament) was not their possession but a power that emanated from the state as a permanent body, an ‘Artificial Man’ or a ‘Mortal God’, as he put it. This ‘Leviathan’ is the enduring site of sovereign power, of which sovereign lords and ladies are only ever bearers for a term of life. 

The Accession Council is a bit behind the times in being somewhere between the idea of the King’s two bodies and the Leviathan. In his own declaration, Charles said that he is aware “of the duties and heavy responsibilities of sovereignty which have now passed to me” and that “I know that I shall be upheld by the affection and loyalty of the peoples whose sovereign I have been called upon to be”. In other words, Charles is taking on the personal exercise of powers invested in him by God. But the picture is much more complicated. Charles knows the implications of being head of state in a constitutional monarchy, with the sovereign’s powers (such as they are) largely delegated to the government, as well as being limited and revocable by Parliament. “I shall strive to follow the inspiring example I have been set in upholding constitutional government”, he declares. The King thus acknowledges that he is one element of the state, not the state itself. All this is perfectly consistent with the constitutional law doctrine that the sovereign in the UK is the ‘Crown-in-Parliament’. 

But if a magician promised to pull a rabbit out of a hat and rather produced a tedious document defining what ‘rabbit’ means, we’d probably feel short-changed. The Accession Council was about sustaining the illusion that the King Charles-shaped figure pulled out of the hat is not just the sovereign but sovereignty itself, when we know that this cannot be the case. So the trick can’t stop there. On Saturday, it culminated with the revelation of the sovereign – in obvious tension with the idea of a constitutionally bound monarch – as the unbound law-maker or uncommanded commander (legibus solutus). The concept of an earthly sovereign, is, of course, an essentially theological one, drawn from the notion of God as uncaused cause and unmoved mover. God speaks and it happens; it’s the same idea with the sovereign. Historically, the real expression of this idea of sovereign command was the control the sovereign exercised over their subordinates. In late medieval and early modern Europe this effectively meant command of the court retinue, who promised obedience to their ‘Liege Lord’ (a feudal pledge that remains in the Accession Proclamation) and, as became increasingly important, command of the armed forces. Indeed, the clearest indication of the power of the uncommanded commander is reflected in the British monarch’s status as the ‘Commander-in-Chief’. 

The really important part of Saturday’s ceremony, then, was not the words uttered in the Accession Proclamation, which magic away the problem of how unbound sovereignty can be exercised by a sovereign bound by the constitution, but rather in the reading of the Proclamation on the balcony of St James’s Palace in front of the public. For standing there between the Heralds and the gathered spectators, were the King’s Guards, soldiers armed with bayonets fixed to their rifles, drilled to the maximum, and poised to kill on command. At one point they placed their rifles on the ground so they could raise their bearskins in a perfectly synchronised and completely terrifying rendition of three cheers for the King, an act which, if performed in front of a child at their birthday party, may well have left them traumatised for life. And this, really, is the way that sovereignty has always ultimately shown itself and completed the trick – through the awe and fear inspired by the spectacle of a very coordinated squad of trained killers coming towards you, their deadly weapons drawn. 

Sovereignty is smoke and mirrors. We know that in reality human beings don’t possess two bodies, just the one; the ‘body politic’ is not a ‘Mortal God’, but a highly differentiated complex of institutions and daily-applied rules that are constantly challenged and transformed by forces internal and external to the state; and no individual or group can last long pretending to be an uncommanded commander – if we want to survive and flourish in the world we have to engage and compromise with other people rather than just threaten to kill them. For a long time, though, many people bought the trick and embraced the mystery of sovereignty. The reasons are complex – Empire and faith both played a big role – but key was how sovereignty’s workings took place behind closed doors, away from the eyes of the public. But in the present, the permanent gaze of TV and social media mean the trick is increasingly difficult to perform convincingly. The live broadcast of the Accession Proclamation is just one example of the way in which the exercise of sovereign power has been laid bare as quite unmysterious. As Anthony Barnett notes, there are other ways in which the mystique of monarchy is fast diminishing. King Charles seems to understand well that it needs to if the institution is to survive. But the danger to the monarchy is that once the secrets of the illusion of sovereignty have been exposed, you have to find some other way of persuading people you serve any useful purpose. In today’s Britain, the new King will find that a very hard trick to pull off.  

 Further information 

“Who are we – and why are we here?” Corporate Purpose, and why it matters.

Profile of Prof. Sue KonzelmannProfessor Sue Konzelmann explores the history of corporate purpose and its potential to support small business growth.

Ever since the Limited Liability Act of 1855, UK companies opting for that status have effectively owned themselves, and in the process, acquired a legal identity of their own. This of course, begs the question of what sort of identity – or personality – that should be, an idea that underpins the concept of organisational branding, and the wider question of corporate purpose.

People who are obsessed with money, tick-box checking or espousing values that they do not – or cannot – live up to, tend to have rather limited popularity. It’s not so very different for businesses, with the likely effect of having a negative impact on customer retention and the ability to recruit the best talent, not to mention damaging effects on the environment in which they operate.

Corporate purpose encompasses many of the same questions; but it takes a wider perspective than organizational branding, including questions such as “what are businesses actually for; and how should they relate to society and the environment?”

Corporate purpose is not a new idea. The purposes of early companies were typically public, such as building cathedrals and universities and developing much-needed economic infrastructure including transportation and finance.  But by the turn of the twentieth century, for most businesses of the time, corporate purpose had shifted decisively from public to private.

Following the First World War, however, the question of whether companies should serve a public purpose was reawakened by the huge uncertainty accompanying a world depression, recurring financial crises, rapid social change, growing inequality and, of course, a devastating pandemic. If any of this sounds familiar, it’s hardly surprising that the question of corporate purpose is now firmly back on the agenda. It also strongly suggests that we didn’t get the answers right the last time we thought about it – and that we should do better this time round.

So, if it’s not about having a laser-like focus on money and doesn’t refer to window dressing, then what exactly is corporate purpose?

What it’s not may be easier to define. It’s certainly not a rigid ‘one size fits all’ approach; and perspectives often vary with role. The CEO of the world’s largest asset management company, BlackRock’s Larry Fink, for example, in his 2019 Letter to CEOs, suggested that:

“Purpose unifies management, employees, and communities. It drives ethical behavior and creates an essential check on actions that go against the best interests of stakeholders. Purpose guides culture, provides a framework for consistent decision-making, and, ultimately, helps sustain long-term financial returns for the shareholders of your company.”

In the same year, the Business Roundtable published its own perspective – a “new Statement on the Purpose of a Corporation”, signed by 181 CEOs. In it they declared that companies should serve not only their shareholders, but also deliver value to their customersinvest in employeesdeal fairly with suppliers and support the communities in which they operate.

What then does all this mean, and why does it matter to SMEs? Well, with confidence in both politicians and businesses shakier than it’s been in at least half a century, defining how your business fits in is a great way to maintain the confidence of your customers, people and the places where you operate. That will do long term sustainable development no harm at all. And with SMEs often being more agile than their larger corporate counterparts, as well as contributing massively to both employment and the UK’s economy, this is clearly an area where smaller businesses can take the initiative, and drive forward positive change.

Further Information

 

How to start your studies in the best way possible  

BA Global Politics and International Relations student, Aditya Mukherjee, shares his top tips on how to get stuck into your studies at Birkbeck.  

It feels great to receive an amazing grade that reflects all the hours of study and hard work that goes into preparing for an exam or creating a piece of course work. Often, however, starting a new course can feel a bit daunting: the 24 hours we have in a day slip away faster than we’d like, and study tasks and assignments can easily build up. Sure, studying something you’re enthusiastic about can help with not making it feel like an uphill trek, but every now and then, we could all do with a helping hand. So, here are my top tips for studying that will hopefully help you hit the ground running, so you can get the most out of your course.   

Strategise your time 
Planning ahead and creating a strategy for how to use your time makes the time you invest in studying more likely to pay off. Knowing how much time you have available to you and allocating it into specific sections and priorities can make a big difference. It stops tasks feeling daunting and encourages efficiency. This includes planning in advance for assignments and deadlines. Having a long-term schedule for a specific topic or assignment rather than a hyper-concentrated last-minute rush helps me produce my best work compared to working under the stress of a looming deadline. I say, you’re halfway to success already if you have a robust time management system in place.  

Colour-code your notes
One of my best friends has aggressively color coded her notes ever since school, and gets great results. Colors are not only stimulating, but they can help your brain understand at a glance what is important, what belongs to which category, and so on. So don’t be shy about unleashing your inner artist and adding colour to your notes!  

Find a study space
Finding a suitable space to study to help concentration is essential. Ideally, you want somewhere quiet and with no distractions. If you don’t have this at home, you can always find study spots at the Birkbeck Library or even in the British Library (which is a stone’s throw away from Birkbeck) to have a distraction free power hour.  

Group study
Working in groups that involve active participation and discussion can enhance your comprehension and motivate you to contribute your knowledge or theories. It’s a great way to help consolidate what you’ve learned, learn from your peers, and get the most out of your assignments. Of course, digression is part and parcel of group study, so it’s important to make sure you’re not totally distracted when this happens. Having regularly scheduled breaks can help with this, so that group sessions are concentrated bursts of collaboration. Which brings me onto the next point… 

Allow yourself to have breaks
This is something I am still learning myself. Breaks are good for the mind and body; they help relax you and can leave you feeling rejuvenated after a long studying session. I find that they work best in short, sharp bursts, as the longer you break for, the more concentration you need to get back into a studying mindset. 

Read submitted assignments for perspective 
Similar to group study sessions, reading the submitted work of your peers can really help broaden your perspective and deepen your understanding of the topics being covered in class. Chances are, you’ll learn something that you can apply to future assignments yourself. Likewise, someone could learn from your work too, so don’t be afraid to share your work – sharing is caring! 

Make use of Birkbeck’s Online Library / Subject Librarians
Did you know there is help available for students needing further source material for assignments? Birkbeck’s Subject Librarians are available for guidance and support in accessing the best library resources for your particular subject, and can be spoken to both in person, and online via a chat function! Databases and Online Resources Guides  are useful for accessing articles, books or journals online. 

Make friends with someone who is good at taking notes
Having a friend who is motivated to study is likely to make you better at your studies too! Their attention to detail will always be welcome when comparing and contrasting lesson notes, and if you ever miss a lecture because of illness, your friend can help you catch up. Together you can help each other find inspiration and energy to stay motivated, inspired and supported.  

 More Information:  

“I never expected to gain this much from my studies and practical experiences”

MA Film and Screen Media with Film Programming and Curating student, Riley Wong, talks about some of the experiences and opportunities she had whilst studying at Birkbeck.   

Stepping out of my comfort zone 

Many of us were influenced by the pandemic, including me. After graduating from my bachelor’s degree, I was stuck in Hong Kong and worked in a design company for a year. I liked my job, but my passion for films and dream of studying abroad was so strong that I started looking at courses and applying. When I got the offer to study film and screen media at Birkbeck, I couldn’t believe it. I knew this was a special opportunity, so I quit my job and started my journey to London.  

Why Birkbeck? 

I came to Birkbeck for several reasons. Firstly, Birkbeck is the only university I found which offers a film and screen media course with specific insight into film programming and curating. Secondly, there’s always a wide range of course-related activities and opportunities offered to film students. For example, in February, thanks to my place at Birkbeck, I found out I could join the Berlin International Film Festival as a student accreditation holder. This meant I could watch unlimited screenings and attend different masterclasses at the festival.  I had so much fun and gained valuable experience and knowledge from it. In addition to this, two months after the Berlin International Film Festival, I was honoured to be given a chance to work for Raindance Film Festival as a festival programme viewer, where I reviewed and commented on films that were submitted to their competitions.   

Work placement  

The work placement is an accredited part of the MA programme, where your tutor matches you with a suitable placement. I was initially worried that not many organisations would be interested in my profile, because I had no background with films before studying. But I didn’t give up, and nor did my tutor who was working hard to find a suitable match for me. Eventually I received an offer from UK-China Film Collab. Founded by Dr. Hiu Man Chan, UK-China Film Collab (UCFC) is an independent non-profit organisation, supporting a wide range of film-related collaborations and debates between the UK and Greater China. 

My ‘dream come true’ moment 

Supported by UCFC, I developed and organised a curatorial project in one of London’s most historic and important independent cinemas, The Prince Charles Cinema.  The programme was called “The Heroic Mission: Johnnie To Retrospective”. It featured three screenings of Hong Kong films, and conversation panels with the filmmakers and other associated experts. I am so grateful to have had this opportunity. Not only did I experience how a film festival programme is curated, I also learned how it’s organised logistically from start to finish. I also got an important insight into all the different stakeholders involved in a project, and how to communicate with them. Reflecting on my time at Birkbeck, I almost find it unbelievable. I had high hopes, but I never expected to gain this much through my studies and practical experiences. I feel like the passion that brought me to London, to study films, at Birkbeck has been strengthened, and going forward, I’d like to bring more Hong Kong film culture and directors in front of a UK audience. 

More Information:  

Securing the Future of the NHS. A Missed Opportunity? Or Dodging the Issue?

Dr Walter Beckert’s research examines patient choice and competition in healthcare. He reflects on the future of the NHS and the Tory Leadership candidates’ proposals to secure it.

The NHS is an almost universally revered institution in the UK. It is built on principles of social justice and equity, and arguably it embodies the nation’s social conscience.

But as the constraints under which the UK as a society and economy operates dynamically evolve — reflecting years of austerity, Brexit, the COVID pandemic, the cost-of-living crisis –, so do our experiences with the NHS, as a healthcare provider, as a system preventing people from poverty due to ill health, and as our collective capacity to care. It is difficult to make GP appointments, patients face long waiting lists for many elective and also urgent procedures, A&E units are often overwhelmed, and the system exhibits outcomes that are middling relative to health systems of similarly developed countries. There is also recent evidence of an accelerated drive of patients toward self-funding some of their medical treatments, as a means of bypassing the constraints in the system. The system’s public funding (10.2% of GDP in 2019) lags behind the levels seen in countries like France (11.1% of GDP in 2019) and Germany (11.7% of GDP in 2019), with austerity leading to cumulative underinvestment in the NHS and social care over decades.

This raises the question of whether this system in its current form is fit for purpose, constitutes value-for-money, and how it could gainfully be adapted and improved.

One avenue of ongoing gradual change has been the marketization of the system. That process introduced competition between NHS providers and also with private providers. It also decentralized the system, devolving budgetary and organisational powers to the local level. And it introduced an element of mixed public – private funding. Research (Beckert and Kelly, Health Economics, 2021) shows that publicly funded patients may benefit from privately provided capacity, albeit often in a less than equitable manner.

Mixed systems exist elsewhere, e.g. Australia and the Netherlands. And along some metrics their outcomes tend to outperform the NHS’s outcomes. However, the pre-pandemic performance within different funding models was more varied than performance across the models. The funding model itself is not the issue. What matters is the organisation of the system and the level of funding.

The contenders for the Tory leadership — and hence the next Prime Minister – so far have barely touched the NHS crisis, notwithstanding calls for an honest assessment by the head of the NHS Confederation and others, let alone have they advanced any concrete proposals for change that go beyond opaque elimination of bureaucracy. Liz Truss’s apparent commitment to reverse the recent National Insurance rise, intended to bolster the system’s funding position, appears to even aggravate the funding constraints.

But funding is just one element of a necessary national discussion of what we do and reasonably can expect from a healthcare system.  Healthcare systems only affect around 20% of our own health: The rest is due to a wider determinant set of health, including social determinants such as the level of poverty, unemployment, stress, etc. Short-term focussed policy debates typically offer headline grabbing quick fixes. They fail to acknowledge that healthcare – like education – is a long-term investment in health, the economy, and broader societal welfare.

Further Information

Cryptocurrencies are the ‘Great Pretender’, but have they pretended too much?

Dr. Daniele D’Alvia, Module Convener of Comparative Law at Birkbeck College, University of London and Associate Research Fellow at IALS and the European Banking Institute

Dr Daniele D’Alvia, from Birkbeck’s Law Department, explains the root philosophies behind cryptocurrency, the meaning behind ‘stablecoins, and how the cryptocurrency dream turned into a beast that ate its own tail. 

In old times if you put £1 under your mattress, you knew you could get back £1 when you went looking for it. Today, thanks to regulations developed over centuries, if you deposit £1 with a bank, you know that you can get it back, even if a bank does more with it than lock it in a vault. One major criticism of cryptocurrencies is their volatility, specifically their inability to keep their value stable. Bitcoin is a perfect example. After the price of Bitcoin peaked during its first bubble – at $1,137 on 29 November 2013 – it dropped by 84% to $183 just over a year later, on 14 January 2015. This trend repeated four years later with a cumulative drop of 83%, and happened again in November 2021.  

Now, a branch of cryptocurrencies called stablecoins are trying to back up their promise of being more stable, by replicating the equivalent of a digital vault. In brief, to maintain their value, stablecoins are usually pegged to a fiat currency – government-issued currency that is not backed by a commodity such as gold. Most modern paper currencies, such as the US dollar or the Euro, are fiat currencies. To do this, stablecoins such as Tether maintain a reserve of cash or cash-equivalent assets whose value theoretically matches the total value of the stablecoin in circulation. Translated in loose terms, when a user pays Tether $1 for a token, that money is supposed to be held in Tether’s bank accounts, but the reality can be more complex.  

As such, stablecoins are meant to address the major criticisms of cryptocurrency in two ways. First allowing crypto owners to conduct transactions without having to take volatility and sudden value changes into account and also offering a safe haven for their holdings, protected from the devaluations of the crypto market. But despite being attached to fiat currencies, stablecoins are not risk-free. TerraUSD (an algorithmic stablecoin), also known as UST, and its sister token, Luna, crashed in May 2022, sending their prices to near zero.  

These examples are based on a central idea that sees money as ‘portable power’. Money is a tool that is supposed to be easily and readily exchanged, making bartering with multiple goods and services unnecessary; allow economic exchanges to be conducted over long periods of time and distance; help provide calculation and valuation for goods and services 

To perform those functions, money must be portable, reliable, interchangeable, durable, affordable, and available. However, money is only worth only what someone is willing to give you for it; currencies in general are based on faith. Therefore, the value of money is not solely based on saleability (i.e., the material from which it is made), but is instead attached to a specific quality that attracts the lust of generations: power in terms of acceptance as a medium of exchange.  

It’s common knowledge that many supporters of cryptocurrencies are compelled by the idea of decentralisation. Unlike fiat currency that is controlled by a central bank, cryptocurrencies are processed through something known as distributed ledger technology, so they are not manged by any one entity. The whole point of cryptocurrencies is to avoid government control, and as such a decentralised sovereign cryptocurrency cannot exist. For a country’s currency to be accepted internationally, it must be carefully controlled by the country, in order for other nations to trust the currency. Cryptocurrencies are not money because they lack an official issuer and do not function like a normal means of payment. Cryptocurrencies can therefore be seen more as a form of financial asset that can be used as a speculative investment tool rather than actual currency.  

It is ironic that cryptocurrencies started as a libertarian dream to free money from the arm of the state, namely central banks and tax authorities. They were the ‘Great Pretender’, but perhaps they have been pretending too much, as the recent collapse of TerraUSD has shown. Now, with the inevitable rise of Central Bank Digital Currencies (CBDCs), a digital equivalent of fiat currencies issued by a central banks, it looks like cryptocurrency may in fact serve to empower these centralised systems that Bitcoin’s investors originally wanted to circumvent.  

To this end, CBDCs are a necessary alternative for private cryptocurrency schemes because I firmly believe that the value of money strictly depends on the power of its issuing authority, otherwise law and order would simply disappear, and anarchism would inevitably prevail. 

Further information

 

 

10 tips on how to meet people and make friends as a new student in London

 

A group of four students sat on the grass in a park on a sunny day

BA Film and Media student, Valentina Vlasich, knows first-hand what it’s like to be a new student in London. Here, she shares her top tips on how to find opportunities to socialise and bond with classmates.  

You just moved to London after being accepted into university, a lot of exciting new experiences are on the way. But worry about meeting new people and making friends starts to set in. Never fear, here are some tips on how to overcome that concern.  

1. Know that you are not the only new person around
Even though it may seem like it is you against the world at the beginning, keep in mind that most new students are in your shoes as well. Almost everyone is a bit lost at the start of their university experience, so try bonding with others over being new and discovering London together.   

2. Start Conversations
As a shy person myself, I understand it can be difficult to come out of your shell and make the first move when meeting people. However, if you try talking to others, you will quickly realise that everyone is very approachable and eager to make new friends. A really good way to overcome shyness is to join activities that other students are organising, which leads me to my next tip… 

3. Join others to socialise after classes
Being in the heart of London gives students plenty of opportunities to go out after class and you’ll find that many students fancy going out for some drinks or food. If you have the opportunity, definitely join them – it’s a great way to learn more about your classmates outside the academic environment! 

4. Join student clubs and societies
Birkbeck has many clubs and societies for students to join, from the film society to the international student’s society, there is something for everyone. Joining a society will help you find people who share your interests and come from similar backgrounds as you, they’re great for building a sense of community. These societies are free to join, and you can join them via the Student Union website 

5. Attend events
Another fun tip is to attend one of the many cultural events offered by Birkbeck and other central London institutions. Going to events such as the film screenings at Birkbeck, or the special exhibitions at museums and galleries around London, opens the door to meeting new and interesting people.  

Valentina Vlasich Martinez

6. Explore by yourself
It might sound a bit strange to recommend going solo as a tip to making friends, but you should not deprive yourself of new experiences and discovering all that London has to offer, if you have no one to join you yet. By exploring the city by yourself you will discover quirky locations, fun events, and meet new people. Going out by yourself is better than staying in your room, and one way or another, you will meet someone on your adventures.  

7. Join WhatsApp group chats
For most classes and modules someone will create a group chat to exchange information. Using these chats to talk to others and propose activities outside class is a simple way of breaking the ice with your classmates.  

8. Volunteer
If you don’t have a lot of spare time for socialising, volunteering is a fantastic way to use your spare time effectively and still be social. By volunteering you meet new people while dedicating less hours than you would at a job, and it is also plenty of fun. What’s more, it’s rewarding, and you are also expanding your resume at the same time.  

9. Cultural excursions
This tip is specifically for international students, but everyone can benefit from it. Birkbeck regularly offers cultural mixer activities for international students, which are a great way to meet and bond with lots of international students from different universities. Recently, for example, they offered a tour around Greenwich which was a huge success. It’s a great idea to take part in these cultural excursions, which are a great way to both meet new people and see the city!  

10. Be yourself
Finally, even if it does sound a bit cliché, you should always be yourself. Do not try to change who you are to make friends. The right people will come along and making fake friends or having to put on a façade for others will not bring you joy. London is so diverse that you will always find people who are the right fit for you, so don’t be afraid to be you. So, go out there and see what London has to offer while people join you along the way.  

More Information:  

Five ways to focus your growth as a small business

Dr Pamela Yeow is Assistant Dean (External Engagement) in Birkbeck’s School of Business, Economics and Informatics and teaches on the Help to Grow: Management Programme. She shares five tips for SMEs to accelerate their growth.

People make your business, and this is even more true for small businesses, where people are your business. In the midst of the great resignation prompted by the COVID-19 pandemic, with more than half of businesses that are reporting a worker shortage unable to meet demands (ONS, 2021), it is getting increasingly difficult to find the right employees for the right positions.

While the idea of trying to grow your business in the midst of our post-Brexit, post-lockdown, cost of living crisis might seem daunting, there are steps you can take today to start moving in the right direction. Here are five suggestions on where to begin.

1. Authentic leadership

Leadership is crucial in all businesses. Positive leadership is not just for those right at the top of the tree, but relevant to all positions at all levels. People look to leaders for direction, for strategy, and for reassurance when things are uncertain. Employees want to know that they are respected and appreciated, and also heard. Consider how you can develop clear, consistent communications to support and reassure your teams.

2. Develop partnerships and networks

Partnerships, relationships and networks are important for business growth and development. It is important to continue creating and renewing industry relationships, but have you considered developing partnerships and establishing networks in the wider community? Universities and colleges, for example, can work with businesses to develop internships or knowledge transfer partnerships.

3. Knowing your strengths

Most of us cannot be everything to everyone (we do try!). Having a clear understanding of what your business stands for is always a strength. Try asking your colleagues what they think their strengths are. Sometimes these can come as a surprise to the senior leadership team.

4. Values and purpose

Increasingly, businesses are expected to have a clear purpose and employees are voting with their feet if their values aren’t aligned with their organization. Knowing your purpose and values enables employees to proactively relate and engage with the business.

5. Flexibility and agility

As a small or medium sized business, one major advantage is your agility and flexibility. With greater accessibility to senior management within SMEs, this means that staff can share new ideas quickly and embed new suggestions even quicker. Consider how accessible your team is today. How could you communicate to staff that you’re open to new ideas?

Keen to grow your business?

The Help to Grow: Management Programme is a 12-week course that offers 50 hours of practical business leadership and strategy training, with 1:1 business mentoring, peer-learning networks in a hybrid (face-to-face and online) format. This programme is specifically for business owners and senior leaders operating in small and medium sized businesses who want to grow.

Register for the Help to Grow: Management Programme and start creating a plan for your next stage of growth!

Further Information

Prime Minister Truss or Sunak and the Curse of the Takeover Prime Minister

Dr Ben Worthy, Director of the MSc in Government, Policy and Politics, shares his analysis on the prospects and promises of the candidates in the running to be the next Conservative Party leader.   

One thing we can say for certain is that our next Prime Minister, whether Truss or Sunak, will be a takeover leader. This means that they get to Downing Street through internal party procedures rather than a general election. But is there a curse for ‘takeover’ Prime Ministers 

Most Prime Ministers who take over from another leader rather than win an election have short, unhappy times in office. To give you a flavour, here’s the list of post-war takeovers: 

  • Anthony Eden (1955–57) 
  • Harold Macmillan (1957–63) 
  • Alec Douglas-Home (1963–64) 
  • James Callaghan (1976–79) 
  • John Major (1990–97) 
  • Gordon Brown (2007–10) 
  • Theresa May (2016–2019) 
  • Boris Johnson (2019-2022) 

With probably one exception, this is not a list of successful or happy Prime Ministers. In fact, it looks pretty much like a list of failed leaders, with at least one name that should make you shout ‘who?’ As you can see, most didn’t spend long in Downing Street and most struggled to get past the three-year mark, with only Macmillan and Major as exceptions.  

So why is it cursed? It’s partly because a leader ‘taking over’ doesn’t get the ‘bounce’ or legitimacy from winning an election. It’s also because the reason you are there. A takeover is because there’s been some sort of crisis, normally one that was big or severe enough to make your predecessor resign. This means that often, you inherit a crisis and a divided party. Prime Minister Sunak or Truss will lead a party divided over the economy, and the rather poisonous legacy of Boris Johnson. The leadership debates seem to be making it worse, as some Conservatives have made clear 

As well as the curse, our new Prime Minister faces huge challenges and expectations. As has been clear in the debates so far, the public expect the Prime Minister to do something about the many crises that are facing the UK, from the cost of living and inflation to the buckling of public services and threat of climate change which has appeared in our homes and on our doorsteps in a way that makes it hard to deny. On top of this there is Covid, which has not gone away, and Brexit, which is continuing to cause ruptures everywhere from Dover to Belfast. You can see an expert analysis by Full Fact, which looks at whether the candidates’ pledges will solve the problems we face. 

Conservative MPs and members have another, even higher hope, which is that the new leader can win an election. The UK must dissolve Parliament for a General Election by 17 December 2024 at the very latest, though the new Prime Minister can call one any time before, thanks to Johnson abolishing the Fixed Term Parliament Act. This power is not to be sniffed at, and can be worth 5 points in an election 

But for a takeover Prime Minister to win an election is a tall order. Boris Johnson did, of course, in 2019 and John Major did in 1992. Before that it was Harold Macmillan, way back in 1959, when he famously told a heckler “you’ve never had it so good” (a phrase Liz Truss has repeated).  

The numbers seem against our new PM repeating this trick, as neither Truss or Sunak are polling well. As of July 2022, Labour hold an 11 point lead over the Conservative party. Although Sunak has flagged up a YouGov poll showing he has the ‘edge’ over Truss in attracting swing voters, it’s only a 2 point difference, and both are rather far behind Keir Starmer. As YouGov explains “neither can be characterised as popular.” This is made worse by the fierce leadership debates, which have handed Labour large amounts of pledges and quotes to use back at whoever wins.  

Hovering in the background is the fact that both Truss and Sunak were major figures in Johnson’s government and are connected to his reputation and legacy. Truss described herself as a Johnson ‘loyalist’ while Sunak was fined for attending a ‘Partygate’ party. To my disappointment, but not my surprise, both candidates have vowed to continue Johnson’s bizarre immigration policy, which was condemned by the UN Refugee agency.  Both leaders could find a sulking Johnson could do a great deal of damage to them, whether on the backbenches or back writing newspaper columns.  

So, what can they do? Takeovers can succeed by pretending to be different, and representing a new start, as John Major did after Thatcher in 1990. But with little money and room for manoeuvre, what else can they do? 

One option is to go for eye catching policies. Truss has committed to a new law against Street Harassment (which, conveniently, Johnson rejected), while Sunak has called to make similar activities illegal and promised a women’s manifesto.  

Another option is to do something to create distance from their predecessor. As the Full Fact report points out, “one of the defining legacies of Boris Johnson’s premiership has been its bulldozing of political trust and erosion of citizens’ faith in democratic politics and politicians.” This YouGov poll of Conservative members found “honest/integrity” to be the two most desirable traits in their new leader.  

My guess is they’ll opt for some sort of transparency, which can actually help create a sense of newness and distance at the same time. Governments often promise openness to show they are ‘better’ than whoever went before. Tony Blair offered a Freedom of Information Act in 1997 and David Cameron, all sorts of ‘open data’ on government spending. It could be something relatively small. Truss has already suggested new data on police performance and both leaders have promised to publish their own tax returns. They could promise to open up ministerial diaries, something, conveniently, Boris Johnson has refused to do. In an effort to seem less corrupt, and clean the system, they could publish more systematic data about lobbying or Ministers’ or MPs’ interests. The new Prime Minister could even commit to a new ethics regime, or embrace an inquiry, perhaps even borrowing Labour’s idea for a new ‘super watchdog’ Ethics and Integrity Commission to watch over lobbying and Ministers interests. 

This could create distance and be a symbol they’ll be ‘different’… but it won’t be enough to stop the curse 

References:  

Worthy, B. (2016). Ending in failure? The performance of ‘takeover’ prime ministers 1916–2016. The Political Quarterly, 87(4), 509-517. https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-923X.12311  

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Celebrating our Summer of Sport: In Conversation with Professor Geoff Walters

Headshot of Geoff Walters, Executive DeanWith the Lionesses roaring to victory in the European Championships and the Commonwealth Games in full swing, summer 2022 is set to be a fantastic summer of sport. We sat down with Professor Geoff Walters, Executive Dean of the School of Business, Economics and Informatics to discuss his research and teaching in sport management and the work still to do to promote diversity and inclusion in sport at all levels.

 

Tell us how you got into researching and teaching on sport management

I initially joined Birkbeck as a researcher in the Football Governance Research Centre in 2003, which at the time was at the forefront of research into the governance of the football industry and the supporters trust movement. Birkbeck was also the first to launch an MSc in Sports Management, so it was an exciting place to come and study for my PhD, which focused on the football industry. At that time, academic research on governance in sport, and the teaching of sport management, was in its infancy and so coming to Birkbeck was a great opportunity.

Can you give us an example of how research in this area has an impact on the world of sport?

My colleague Dr Richard Tacon and I started looking at organisational governance (boards) in 2010 and realised there was not a great deal written on this at the time. We have looked specifically at the UK context, trying to understand how policy shapes board roles, primarily in National Governing Bodies of Sport in the UK. Through sector-wide reports, in-depth case studies, workshops and training, we have helped to raise the level of public debate, improve organisational practice and more recently, through our involvement with the Diversity in Sport Leadership project with UK Sport and Sport England, contributed to greater diversity and inclusion within boards across many different sports.

Sport has traditionally been a male dominated industry – what more do you think needs to be done to increase inclusive leadership in sports?

There have been significant changes in the sporting sector due to the Sports Governance Code that was introduced in 2016. This mandated minimum gender diversity requirements on the Board of any organisation funded by UK Sport or Sport England. All funded bodies also have to implement a Diversity Action Plan. These changes have accelerated inclusion within the sector, which at board level, has historically lacked diversity. There are also things that we at Birkbeck are seeking to do. This year, we are committing to a pledge with Women in Football by hosting bi-annual career events for female students interested in the football industry alongside our annual Birkbeck Women in Sport ScholarshipNevertheless, there are still some parts of the sports industry (e.g. within professional team sports) where there is a lack of representation at board level. There is also a need for more understanding of power relations within sport (and sport organisations) and how they construct gender and race. These are important issues to address so that representation is not seen as merely a box that needs ticking.

How do you think sport can make a positive influence in society today?

I think sport is dichotomous. Yes, on the one hand it can make a positive difference to people’s lives, supporting their development or having health benefits for example. However, this requires joined up Government policy and not simply the usual platitudes about the role of sport without real commitment to supporting positive change. I think this goes for sporting events also – the legacy of the London Olympics for example has not really delivered on much of what it promised in many areas such as sporting participation and creating a healthier nation. Perhaps too much is expected of sporting events, but with competitive bids requiring a strong narrative and certain nations still using sport events as a way to exercise soft power or greenwashing/sportwashing, then the positive influence of sport events will remain a divisive topic.

Any final messages to our sports people over the next few weeks?

Good luck, and I hope you can replicate the success of the England Women’s team!

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