Are we heading back to the 1970s? The truth about Britain’s political cycle

Much has been made of the fact that our new Prime Minister, Andy Burnham, is the seventh person to hold the office in just eleven years. By contrast, from 1979 to 2016 Britain experienced a much more stable period of political leadership. Margaret Thatcher served for eleven years, Tony Blair for ten, and even John Major — not always remembered as one of Britain’s most successful prime ministers — remained in office for seven years. Since David Cameron resigned following the Brexit referendum, however, prime ministers have come and gone with remarkable speed. 

The frequent turnover has prompted many commentators to ask whether Britain is facing a crisis of leadership. Yet there is another way to look at it. When leaders lose the confidence of their colleagues, the public, or the electorate, should they simply remain in office for the sake of stability? Looking back at the succession of short-lived premierships in recent years, it is difficult to argue that any of them deserved longer in office. Stability can be a virtue, but only when it serves good government. North Korea has had stable government since the 1950s but few people in the UK would argue that this has been a good thing. 

History also provides a useful corrective to the idea that today’s British politics are uniquely chaotic. The 1970s were marked by economic turmoil, industrial unrest, and a widespread sense of national decline. Britain experienced the three-day week, ongoing strikes, and the ‘Winter of Discontent’, which all came to symbolise a period of political dysfunction. Political leaders’ diaries and memoirs of the time include eye-watering accounts of incompetence from senior politicians. Compared with that era, our present difficulties may look rather less exceptional. Indeed, the relative stability and prosperity enjoyed by Britain for much of the period from the 1980s through to the mid-2010s may itself prove to have been the historical anomaly. 

And so Andy Burnham’s premiership begins as all new governments do: with optimism, ambition, and a sense of possibility. Every incoming leader arrives with promises to do things differently and hopes of delivering lasting change. Yet leadership is never as straightforward as it may appear from the outside.

The reality of government is that difficult decisions must constantly be made balancing competing priorities. Every choice benefits some people while disappointing others. Political leadership requires resilience, judgement, and the ability to absorb criticism from all directions. It demands a grasp of policy, history, economics, international affairs, and human nature — all while operating under relentless public scrutiny. Most of us have opinions about how politicians should do their jobs, but very few of us understand the pressures under which they actually work.

Many Christians will be encouraged that Burnham is Britain’s first cradle Roman Catholic Prime Minister and that he regularly speaks openly about the influence of faith in his life. Whatever our political views, scripture encourages us to be responsible citizens, to pray for those in authority, and to seek the common good. That includes supporting policies that reflect justice and compassion, while also being willing to challenge decisions that fall short of those values.

Personally, I have been encouraged by Burnham’s stated commitment to tackling street homelessness. Anyone who has lived through the last two decades has seen the issue become increasingly visible in many of our towns and cities; and of course it is not just an issue, it is a set of people with complex needs and difficult life experiences. If a government is serious about addressing the causes of homelessness rather than simply managing its consequences, that would be a worthy ambition. Tackling this challenging area will make a difference to some of the most vulnerable people in our society.

I am also encouraged by the renewed focus on reforming social care. Parish priests, carers, and families alike can testify to the struggles caused by a system that has been stretched beyond its limits for many years. Behind every policy debate are elderly and vulnerable people who deserve dignity, security, and quality care. All of us can project ourselves forward and recognise that we may one day be in need of care. A long-term settlement for social care has been discussed by successive governments but never achieved. If there is now genuine momentum towards reform, it should be welcomed across the political spectrum.

This summer’s heatwaves have also focused our minds on climate change. This intersects with the debate about our water companies. Our political system has not served us well with regard to long-term planning and infrastructure. Climate scientists have been predicting for decades that Britain will see hotter, dryer summers and wetter winters. In Woking we have flood defences locally at the Hoe Stream, and at the new ponds on Horsell Common. A young person I was talking to recently was outraged that the most recent major reservoir to be built in the UK was opened in 1991: that’s 35 years ago. Floods in the winter; drought in the summer –plenty of water to go round all year, if we can manage it well.

One of the more hopeful developments in recent years has been the quality of many newly elected Members of Parliament. Newcomers often arrive with fresh perspectives and a willingness to challenge traditions and procedures that no longer serve our democracy particularly well. While experience matters, so does the energy and creativity that new voices can bring. As they rise up the ranks, perhaps they can bring positive change to some of parliament’s outdated and unhelpful ways of working.

As I write, I am preparing to preach on Psalm 37, a passage that encourages believers to view life from God’s perspective rather than becoming consumed by today’s anxieties. Many of the issues that seem overwhelming in the moment can appear rather differently when viewed in the light of eternity. Politics matters, and leadership matters, but neither is the ultimate source of our hope.

That does not mean Christians should be indifferent. On the contrary, we should be encouraged when leaders show ambition for the common good. Real change is possible when governments are willing to confront long-standing problems rather than postpone them (or, in leadership-speak, ‘kick the can down the road’) for another generation. The challenges facing Britain are significant, but they are not insurmountable. Good leadership will not solve everything, but it can make a profound difference.

For now, perhaps the wisest response is neither cynicism nor blind optimism. It is to hope, to pray, to engage constructively in public life, and to judge our leaders fairly — recognising the immense responsibilities they bear, the opportunities they have been given to serve and the choices they have made to get there.

In the end, leadership is not about perfection. It is about the courage to make difficult decisions, the humility to learn from mistakes, and the determination to make a real, positive difference.