A government like a computer needs to be rebooted. Normally a computer is rebooted when it hangs or crashes. Governments don’t usually crash; they only slow down when ministers or bureaucrats don’t perform or turn the government into a profit-making entity. Hence there are cabinet reshuffles and transfer of bureaucrats. But are cabinet reshuffles done purely to improve performance or to satisfy the angst of coalition partners? In Meghalaya as in other states and in the centre where coalition governments are the rule more than the exception, cabinet rejigs are done to appease the coalition partners. In this round the only party that has managed to beat the reshuffle game is the BJP. The NPP, PDF, HSPDP and UDP have all seen a shake-up even if some MLAs continue to remain ministers. The axe fell on one HSPDP and one NPP minister.
It is a fact that this Government has a set of young first timers in the ministry with no experience of governance behind them. Others, with previous ministerial experience have taken on new briefs and responsibilities. The effectiveness of each minister has a direct impact on the performance of the government.
The skills needed to win elections are very different from those required to be an effective minister. It is a huge challenge to prepare for the realities of office – the sheer weight of responsibility, the round-the-clock media scrutiny, and the competing demands on a minister’s time. And there is remarkably little support in place. Firstly, ministers don’t have the luxury of training. They are thrown into the job and have to often learn their responsibilities the hard way. Some succeed and are able to get on top of things; others continue to remain clueless. Bureaucrats on the contrary are exposed to regular training programmes and therefore have an edge over their ministers. To be fair to the ministers they have no supporting structures except to rely on the advice of senior civil servants.
The first few months in office are critical for any new minister. It involves setting the tone, forging relationships, and establishing their credibility. What they really need to build are communication skills for that is the essence of leadership. And while they can avail departmental support, there is no substitute for learning things first hand. The first few months should be spent on meeting frontline staff and external stakeholders.
High-performing ministers signal support for good quality work early on. They welcome constructive challenges from advisers and civil servants; they test out ideas and are open to inputs from delivery specialists, service users, and the public as stakeholders who will determine whether a policy priority works or does not work. At the end of the day, ministers have to deliver the promises in their manifesto. And each government’s success is measured by whether those poll promises are fulfilled.