Attempts at
defining ‘leadership’ might suggest one can write a prescription for why one
Premier can command popular support and another fails. Declining popularity,
for Premier Kathy Dunderdale and her Administration, certainly puts the question
under a critical spot light.

Leadership is
a tricky matter; for political leaders in trouble, it says more about their
ability to ‘connect’ with the body politic, than the public’s excess of
expectations.  Such a connection
determines not just how much latitude they exercise, but how far the public’s
patience can be stretched.  Those who successfully
bond are skilful and confident.  They can
expect that, if the relationship diminishes, it might be rekindled, later.

is truly as complex as the person at the helm. Those who possess leadership’s essential
qualities seldom need the affirmation of opinion polls.

Why isn’t
this Premier connected with her ‘body politic’?  

I don’t believe she ever was. Afterall, there
was no leadership contest; an essential early screening, common in all
political parties, was deftly avoided. 
Delivered by Danny Williams, on the centrifugal force of his own pixie
dust, Ms. Dunderdale proceeded to complete his unfinished mandate.  She never once tried to define her own.

Perhaps, such
easy ascension deprived her of an opportunity to demonstrate that she had no
betters, in the Tory Party.  Where is
honor to be found when an absence of political scars, fatigue and the
occasional misspeak, still affords one the reins of power?  Indeed, such a bloodless pursuit may have denied
her victory’s essential legitimacy. 

Power is not
merely a condition conferred by having won the largest number of seats.  The Premier, legitimately, acquired that perquisite.  But real power, in a democratic society, is jealously
guarded by a wary public.  It ebbs and
flows.  How much is given, and retrieved,
is always determined by how well the leader performs.

is, only minimally, a list of achievements; it speaks to communications, to mutual
respect and, especially, to the ability to convey a certainty that you know
what you are doing.  Those exchanges are
neither arrogant nor condescending; at times, one must beg forgiveness, the
leader shouldn’t make excuses, but she ought to frequently offer the assurance
that she will try harder. 

The body
politic is not mean, but it is demanding. It seeks more, if more is promised;
it will be satisfied with less, if it is demonstrated to be in the public
interest. For every political leader, communications is not hit or miss; it is a
two way process and it simply never stops.

One of the
odd parts about our political system is that Premiers can win a majority
without personal electoral support. Though their credibility, style or ‘je ne
sais quoi’ is important, often the Party’s ‘brand power’, and the momentum created
by others, translates into their success. 
If this describes the ascension of Premier Dunderdale to the 8th floor, a
succession of bad Polls confirm, that the force has no staying power.  Put simply, the Premier has been drawing on a
storehouse of goodwill, developed by her predecessor, which she has failed to replenish.

As bad as Muskrat Falls is for the Province,
as poorly as it has been explained and justified, as miserably as Provincial
Budgets have been handled, while the details may be beyond most people’s grasp,
the public possesses an unmistakable ability to sense failure.  They see a Premier not in control, not
understanding of the heavy burden she sought; one unable to distinguish between
the significant and the foolhardy. 

What is
worse, the Premier demonstrates no capacity for discussing issues openly,
knowledgeably or respectfully. She is preoccupied with secrecy.  She disrespects her critics, including those
who want her to succeed.  She has allowed
her senior Cabinet Ministers to emulate her, leaving little opportunity for the
Government to change course.  On what basis,
then, is the Premier awaiting a magical turnaround?

Polls place the Government in third spot, the Premier’s personal popularity
is in the same place; yet, with an air of defiance, she tells us the problem is
‘difficult decisions’.  This is a fantasy.

All Premiers
endure tough days, at some point, in their tenure.  Most often, leaders are pummelled by events
quite beyond their control. Some handle them well and rebound; others poorly,
and thus they disappear from the political landscape. The current problems are those
of the Premier’s making.

NL has never
been as well off, as it is presently. 
The Government has never had so much money to contribute to social
programs, to build infrastructure or provide government services.

On what
basis does Premier Dunderdale claim that she has the ability to re-build her
relationship with the electorate? When was the connection made? How can one
re-build what never really existed?  

Dunderdale finds herself in a position where the one thing she possesses, in
excess, is time; though it won’t last.  She
may hope another Poll contains a different outcome, and if not that one, the

Party loyalties, structure and constitution will protect the Premier from
review, if she employs them. But, no one is impervious.  Caucus solidarity, even if it is not pretense,
cannot endure the weight of more bad Polls. 
The Premier must know that many long standing P.C. Party organizers no
longer maintain their silence.  Nothing
good will result if her Party is sacrificed by the hubris of its most senior

I believe
the Premier must give herself a defined period, say six months, during which to
make the positive connection with the electorate, I described earlier.  Failing this test, the Premier should call it
a day.   
Des Sullivan
Des Sullivan
St. John's, Newfoundland and Labrador, Canada Uncle Gnarley is hosted by Des Sullivan, of St. John's. He is a businessman engaged over three decades in real estate management and development companies and in retail. He is currently a Director of Dorset Investments Limited and Donovan Holdings Limited. During his early career he served as Executive Assistant to Premier's Frank D. Moores (1975-1979) and Brian Peckford (1979-1985). He also served as a Part-Time Board Member on the Canada-Newfoundland Labrador Offshore Petroleum Board (C-NLOPB). Uncle Gnarley appears on the masthead representing serious and unambiguous positions on NL politics and public policy. Uncle Gnarley is a fiscal conservative possessing distinctly liberal values and a non-partisan persusasion. Those values and opinions underlie this writer's views on NL's politics, economy and society. Uncle Gnarley publishes Monday mornings and more often when events warrant.


Bill left public life shortly after the signing of the Atlantic Accord and became a member of the Court of Appeal until his retirement in 2003. During his time on the court he was involved in a number of successful appeals which overturned wrongful convictions, for which he was recognized by Innocence Canada. Bill had a special place in his heart for the underdog.

Churchill Falls Explainer (Coles Notes version)

If CFLCo is required to maximize its profit, then CFLCo should sell its electricity to the highest bidder(s) on the most advantageous terms available.


This is the most important set of negotiations we have engaged in since the Atlantic Accord and Hibernia. Despite being a small jurisdiction we proved to be smart and nimble enough to negotiate good deals on both. They have stood the test of time and have resulted in billions of dollars in royalties and created an industry which represents over a quarter of our economy. Will we prove to be smart and nimble enough to do the same with the Upper Churchill?


  1. That day has already arrived and is long past. This premier cannot recover from her many self-imposed mistakes and gaffes because she was not forged to be a "leader". Power, like that of aristocracy and petty dictatorships, was given to her by those who chose to hijack democracy and set themselves(and her)on a wobbly pedestal. That she lacks many of the qualities of charisma…the silver tongue, the ability to sew facts without tripping over herself, her inability to remain calm and poised under hard questioning….has hastened her political demise.

    Unfortunately, her predecessor is still manipulating the will of the PC Party…albeit behind the scenes…despite protestations of such assertions. I submit that the people of this province anointed him in 2003 and are having grave difficulty recognizing their own folly in placing all their trust in a person who has so badly let them down. Therefore, they find it easier to heap scorn on his "successor", and it is for that reason that so many are now so eager to pillory Ms. Dunderdale. In a way, I pity her but, on the other hand, history will record that neither she nor her colleagues had the good sense nor intestinal fortitude to stand up and be counted when it came to opposing Danny's ill-conceived scheme to mess up the provinces finances….by developing an uneconomic and unnecessary "small" hydro dam at massive expense.

  2. It is purely symbolic but a politician first connects with the people in the chamber of the people. The House of Assembly in this case. The problem with dunderdale is that she holds the democratic institutions in this province with contempt. Whether it is the PUB, or the HOA she does not respect the process. Instead decisions are being made by Nalcor, or her own 'bubble' of advisors. To connect with the population you need to engage the population. Few within the PC party understand this, as their propulsion into power was due to a very weak opposition, and a verystrong leader.

  3. You write very well Des. You articulate positions that merit thought and public discussion. In good democracy, one must always be prepared to contemplate that which one may or may not agree with.

  4. Excellent piece. Pity our people lack the will of Egypt for good government. There they show their displeasure after 1 year, and throw out the government by mass protest. We will allow 4 years to utterly destroy our financial future. A public protest here gets 50 people.