Navigating the Stormy Sea of Policies

There have been too many times in my life when I wondered what would happen if the world only consisted of black and white. A life where every decision was clear-cut, where kindness was the default, and where confusion and anxiety were non-existent. It seemed like a world where choices were filled with certainty would be easier and kinder. But a very bright young future king of pirates recently taught me that it is the underlying principle of uncertainty that makes life worth living.

This young pirate showed me that being a selfish kid with limitless unnecessary kindness is, in fact, necessary. This might be what Alan Watts meant when he wrote about the backward law: the idea that the more we pursue feeling better all the time, the more we reinforce our sense of lacking. True fulfillment comes not from constant pursuit but from embracing the chaos and finding meaning within it.

But, doing so is much easier when you are a kid, who decides things for yourself. Doing so in the position of a policymaker is much of a stormy sea that is almost impossible to navigate.

A good policy must be inclusive, addressing the diverse needs and perspectives of all stakeholders; evidence-based, relying on rigorous data and research to guide decisions; transparent, ensuring that the process and rationale behind policy decisions are clear and accessible to the public; sustainable, considering long-term impacts on society and the environment; and adaptable, allowing for flexibility and responsiveness to changing circumstances.

How do we achieve such a demanding ideal policy-making process? By having a good leader. Encompassing strong leadership, ethical considerations, and a commitment to equity, aiming to promote the common good and enhance the quality of life for all citizens. This reminds me of the story of the Endurance or Ernest Shackleton.

Shackleton led three expeditions to the Antarctic, and he is best known for his heroic leadership after his ship, Endurance, became trapped in pack ice. While he technically failed to explore the Antarctic, his "failure" turned into a heroic story of triumph against the odds. The reason he is recognized as a remarkable leader is that not only did he make the right decisions after being forced to abandon the Endurance, but he also knew when to be tough and when to give his crew a break.

He had that all-important leadership skill: emotional intelligence. He was the kind of person you'd want to share a story with. Shackleton encountered numerous obstacles and found himself and his crew in desperate circumstances repeatedly. Yet, he pressed on regardless of the apparent hopelessness of the situation. He showed incredible determination and self-belief, coupled with an amazing lack of self-regard. When one of his crewmen lost his mittens, Shackleton gave him his own and suffered frostbite as a result. He wasn't afraid to make self-sacrifices and always led by example.

That is the prerequisite requirement for a good leader.

To lead with understanding, to be the first to offer a hand, and the last to harbor hatred. To never bite the hands that feed you, nor those who present comfort. To breathe loyalty, not just to each other but to the value of excellence. To embody the irony of being good and striving to be better. To know when to stop, even at the peak of a lifetime or in the eye of a storm. To genuinely try to understand the position of those you lead.

Lately, I've been thinking a lot about Shackleton, especially at a time when good qualities in a person seem to be interchangeable with glory. Shackleton reminds me of what truly matters in life. In the end, it's the little things—kindness and sincerity, determination and effort, the people we care about, and the goodness in our hearts.

With all those qualities, answering this old-time question in policy-making should become easier.

"Between what is easy and what is true, which one are you?"

A question that has been my guiding principle since high school. Back then, the answer seemed easy. But as I've grown older, as I work in a policy-related field, and as I grow worthy to receive the position as a leader, answering this question daily has driven me insane.

How can one choose between the two when nothing is easy and truth seems elusive?

How can one expect to be true when the world has wronged them?

How can one believe in ease when all around there is madness?

At this point, such questions often drive me to the brink. But perhaps we all need a bit of insanity to stay sane. Even if at one point, I thought this question should be forgotten, the world has shown me that only by being true comes ease.

As for now, we have to make it our objective to create public policies that reflect these principles. Policies that embrace life's uncertainties, promote unnecessary kindness and prioritize the well-being of our community. To become a leader who leads with understanding and empathy, being the first to offer a hand and the last to harbor hatred. As we champion loyalty to our shared values of excellence and integrity.

But, this would only be achievable if we all worked together. Thus, if you are reading this, please understand what makes a good policy good, and help the leaders to hold those values. Demand and address things that you might notice as concerns, and use your rights as a part of this ever-growing society.

Together, let's build a society where kindness and sincerity are the foundations of our interactions, where determination and effort are celebrated, and where the well-being of every individual is paramount. Let's draw inspiration from Shackleton's legacy and strive to create a world where the goodness in our hearts guides our actions.

For it is in embracing life's uncertainties, and being true to ourselves and each other, that we will find the ease and fulfillment we seek.