If you stand for nothing - Leadership in a 21st century world

One of my favourite musicals is Hamilton, and a line that has always deeply resonated with me is: “I’d rather be divisive than indecisive.” Why does this strike such a chord with me? Because in 2025, if you want to be a leader—or if you truly want to enact meaningful change—you cannot afford to sit on the fence. Indecision is, in many ways, a decision in itself: a decision to accept the status quo, to let opportunities for progress slip by, and to deny your community the leadership it deserves.

Think about it—name me three Prime Ministers from the last 100 years. I’d wager many people would quickly say Winston Churchill, Margaret Thatcher, or Tony Blair. I doubt many would mention John Major or Theresa May. Some might say Boris Johnson, but likely not for the reasons that support my point here.

The leaders we most remember—whether we agreed with them or not—were those who stood for something clear and unmistakable. They had conviction. They didn’t shy away from difficult decisions or controversial positions. They were clear about what they believed in, and equally clear about what they stood against. That clarity, that willingness to lead with principle rather than popularity, is what defined their legacies.

Now, I’m fully aware that I’m operating at one of the lowest levels of civic leadership. But I believe the same values apply. Having strong principles, a clear message, and the courage to consistently stand by them is just as important here, in our community, as it is on the national or global stage.

There will undoubtedly be times when I become passionate—perhaps even fiery—about issues that matter to me and, I believe, to our town. There may be moments when I take positions that are unpopular or uncomfortable. But I’d rather risk unpopularity than risk being ineffective. Leadership isn’t about always saying what people want to hear; it’s about saying what you believe needs to be heard, and then working tirelessly to turn that belief into action.

I don’t yet fully understand all that being a town councillor might mean, or what it will ultimately allow me to achieve—or indeed, where it might limit me. But over the next four years, I hope to be remembered as someone who was prepared to be divisive when it mattered most, someone who wasn’t afraid to lead with conviction on issues that shape the future of our town.

As Lin-Manuel Miranda so powerfully put it, “If you stand for nothing… what’ll you fall for?”