Public Leadership, Politics, and Persistence
The Rt. Hon. David T C Davies served as a Minister in three successive Conservative Governments and was Secretary of State for Wales from 2022 to 2024.
He is currently Chief of Staff to the Leader of the Conservative Party in the Welsh Parliament.
David recently spoke with us following a meeting with senior leaders from the Sarawak State Government (Malaysia), who were in the UK for a Leadership Development Programme.
Reflecting on his own journey, David offered candid and often humorous insights into the realities of life in government, the nature of political leadership, and how to get things done in Whitehall.
David speaks here in a personal capacity.
Q1. What led you to a career in politics and who inspired your early beliefs?
I became interested in politics in the 1980s — a time of deep political polarisation. There was a clear divide between a left-wing Labour Party and a reformist Conservative Government. The post-war consensus was breaking down, and the national debate was focused on our economic direction. The left wanted more state control; the right championed free markets. Defence and foreign policy, particularly in relation to the Soviet Union, were also huge issues.
Margaret Thatcher really inspired me. She stood firm in her beliefs, promoted economic freedom, and wasn’t afraid to be patriotic. Whatever people think of her today, she won three elections — the public responded to her clarity and leadership.
Q2. How did your upbringing shape your public service values?
My parents both left school at 16 and were members of the Conservative Party. Their values — hard work, self-reliance, and the right to spend your own money — shaped my outlook.
In the 1980s, my dad was made redundant and started a small business. At first, it was just our family doing everything. I remember helping set up the warehouse. Eventually, the business moved into haulage.
We got paid every week — and if things were going well, Dad would take us for a pint. These weren’t abstract values; they were lived every day and have stuck with me.
Q3. How did not going to university affect your career?
It didn’t hold me back — not until I lost my seat. In business, people cared about whether you could deliver, not what qualifications you had. And in politics, I moved from Senedd Member to Cabinet Minister without anyone questioning my education.
The challenge came when I went back to the private sector. Online applications would filter me out for not having a degree — even though I listed Rishi Sunak as my last manager (though I couldn’t include his mobile!). Luckily, some employers still value experience, and I found a job within weeks.
Q4. How did government life compare to your expectations?
I started in government as a Whip and then as Minister in the Welsh Office in 2019 — just before the pandemic. It was intense. While most MPs worked remotely, we stayed in Westminster to keep Parliament functioning.
Becoming Secretary of State was a big step up. I thought it would just be more responsibility — but it was a different world altogether. The pace, the scrutiny, the pressure — every day was a test of judgement and endurance.
Q5. Any surprising or “Thick of It” moments in government?
Too many to count. Just when I thought I’d seen it all, something else would happen. It’s not as calm or controlled behind the scenes as people imagine.
Let’s just say that “The Thick of It” wasn’t far off in some cases — and fiction isn’t always that fictional.
Q6. What policy achievement are you most proud of?
The Tata Steel deal. At one point, Tata was preparing to exit steelmaking in Wales, which would have devastated the local economy.
The agreement we reached secured jobs and the future of the steel industry. Labour criticised it heavily — then adopted the same plan when they came into office. That’s politics for you!
Q7. How did you handle difficult decisions and disagreements?
With difficulty! I had ongoing disputes with the Treasury and the Department for Transport over a key infrastructure project.
Treasury said they supported it but couldn’t fund it. DfT liked it but said Treasury wouldn’t release the money. It was an endless game of pass-the-parcel.
We eventually got everyone together, had a great meeting, and all agreed to move forward. But still, it stalled. In government, unlike in business, it’s often unclear who actually has the final say. That project still hasn’t been delivered.
Q8. Is public trust in politicians lower than before? How can it improve?
I’m not sure it was ever particularly high. There’s always been scandal in politics. But social media has definitely made things worse. Algorithms reward outrage, so the more extreme your opinion, the more it gets shared.
We've lost a shared media space. In my youth, we all watched the same news and read papers that, while biased, still acknowledged opposing views. Now people live in echo chambers. That polarisation fuels distrust.
Q9. How do you drive delivery as a Minister?
Start by getting senior civil servants on board. Your Special Adviser (SpAd) should work closely with others — especially at the Treasury, which always gets involved eventually.
Cabinet-level access helps. Don’t rely on junior officials or written submissions. You need regular meetings focused on outcomes.
Delivery depends on persistence, strategic relationships, and knowing how the system works — and sometimes, how to work around it.
Q10. What leadership lessons did you learn?
Never be afraid to ask what others might see as “stupid” questions. It’s essential to good decision-making.
During the Tata negotiations, I wanted to understand how steel is actually made. Gareth Stace from Make UK patiently explained it all to me. One of my favourite phrases is: “Explain it to me like I’m ten.” If someone couldn’t do that, I became suspicious — and often for good reason.
Q11. Tips for civil servants working with Ministers?
Trust is everything. A new Minister may wonder whether the Private Office still favours their predecessor. Professionalism and impartiality from day one make a huge difference.
The relationship between Private Office, the Permanent Secretary, and the Minister is crucial. It keeps the department running smoothly and gets things done.
Private Office also plays a quiet but vital role in managing tensions across the ministerial team. A calm, reliable office becomes one of the Minister’s greatest assets.
Final Thoughts
David’s reflections offer a rare, personal look behind the scenes of government — both the chaos and the commitment that drive public service. His advice for civil servants is clear: trust, clarity, and curiosity go a long way in helping leaders deliver for the public.
