Hard Truths are factual unpleasantries that most people do not admit. In Hard Truths, Lee Kuan Yew candidly gives his harsh opinions that may be politically incorrect on several controversial issues regarding Singapore’s governance in sixteen face-to-face interview sessions with seven Straits Times journalists. Written in an enthralling question-and-answer style, Hard Truths gives readers a glimpse into Lee’s unique perspectives on leadership in his own words.
One dominant characteristic highlighted by Lee is having convictions. Lee believes that if one does not have convictions, it may be because of reasons such as personal glory, honour, publicity or popularity, instead of true passion for the cause (Ibrahim et al., 2011, p. 75). During the period Lee took helm, Singapore was in uncertainty and distress. Racial riots were askew, with high tension between racial groups. Hence, Lee and his team had the single-minded focus to revolutionise Singapore, and ‘keep Singapore going’. For Lee, his cause is simply Singapore’s success. With this conviction, he was prepared, regardless of the sacrifices he had to make. For the other leaders, they recognised that if they, as capable leaders, did not step in, Singapore could potentially collapse, affecting their family, businesses and everything else that mattered to them.
Lee’s conviction to Singapore’s success is exemplified through his continual presence in Singapore’s politics and desire to groom the next generation. Even though Lee had stepped down from his Prime Minister position in 1990, he continued to serve as Senior Minister, Minister Mentor and a Member of Parliament up till his death in 2015. Utilising his vast experience, Lee mentors and advises younger ministers on decision-making. He does not flaunt his political clout, instead providing them guidance and support. Acknowledging the fact that circumstances have changed, he does not criticise the current leadership and processes. When asked about his opinions, he directs the interviewer to question the younger ministers instead (Ibrahim et al., 2011, p. 62).
Lee’s strong, no-nonsense personality shines throughout the interviews. When the interviewers remarked that Lee’s convictions may not have been perceived positively, he retorts that he is not interested in other people's opinions, and does not allow himself to be affected (Ibrahim et al., 2011, p. 78). It is this same conviction that allows Lee to make tough, unpopular decisions that were fundamental to Singapore’s long-term economic and social growth. One such decision was the phasing out of dialects during the Speak Mandarin campaign, to promote social cohesiveness between the different dialect groups of Chinese Singaporeans, as well as successfully implementing the social policy of bilingual education.
Frequently highlighted by Lee as a trait of a successful leader is practicing empathy. As such, a community leader should stay in touch and communicate with the community. Lee previously visits constituencies and new estates to talk to residents (Ibrahim et al., 2011, p. 62). Despite his struggles to pick up Chinese and Hokkien as an English-educated bourgeois, he did not relent. Instead, he communicated with the working-class masses in their familiar language to understand their problems and interests (Ibrahim et al., 2011, p. 375). This allowed him to propose suitable social policies, ensuring the government’s interests are aligned with the community’s, so that families could live better lives. Remaining objective, he acknowledges effort made by political opponents, such as Low Thia Khiang, Worker’s Party leader and leader of the opposition in Singapore’s Parliament. He remarked that Low retains control of Hougang as he ‘wins the ground’ by attending every funeral, every wedding, and every complaint.
This is further illustrated when the topic of elitism within PAP’s leadership is broached. The pragmatic and realistic Lee admits that PAP’s leadership selection favours the elite who have explicitly shown their leadership capability, such as determination, resourcefulness and stamina. These qualities can be seen in scholars who have performed well academically, as well as the top in various professions. Aligning with his governing principle of meritocracy, Lee asserts that the objective criteria of a chosen leader being successful is performance-based. A successful minister is one who can achieve their intended outcome - being popular with the masses through empathy and sound decision-making (Ibrahim et al., 2011, p. 105). To surmise, other than explicit knowledge, a successful leader should have a high level of contextual intelligence, defined as a combination of IQ, EQ and tacit knowledge, which is accumulated from on-the-job experience (Ibrahim et al., 2011, p. 129). He further explains that although most ministers are part of the elite who received a better social and educational foothold compared to the working class, there are exceptionally successful ministers from non-elite origins, including non-scholars Wong Kan Seng and Tharman Shanmugaratnam.
Lee uses his convictions about bettering Singapore as his guiding principles for decision-making, not wavering at the face of uncertainty. However, even the ‘best leaders’ do not make the best decisions all the time. As Lee reflected upon his political career, he admitted that some of his convictions, such as fighting for a Malaysian Malaysia, were a mistake. Nonetheless, Lee does not regret his past decisions. He stands by his convictions, explaining that he did what he thought was right given his knowledge and circumstances then (Ibrahim et al., 2011, p. 374). He perceives his past mistakes as learning points for better decision-making.
The largest challenge faced would be the lack of leadership continuity. Along with the stringent leadership criteria, this is perpetuated by Singapore having a population of three million people. Hence, Singapore has a smaller pool of potential leaders and successors compared to countries like China.
Next, lack of a strong conviction dissuade the younger population from pursuing politics. Young Singaporeans have not experienced the economic hardship during the 1960s, doubting and disbelieving Singapore’s vulnerable economic and social position (Ibrahim et al., 2011, p. 126). Instead of having to constantly worry over the country’s affairs, most would rather have a comfortable, well-paying job in the private sector. He points out that leaders should be highly motivated and passionate to their convictions, such as MP Denise Phua. Instead of treating the task like a job, she campaigns aggressively for disadvantaged children as she personally feels for them due to her son being autistic (Ibrahim et al., 2011, p. 209).
Hard Truths allowed me, as a reader, to learn about traits of successful leaders, and the challenges faced in their communities. Lee’s style of leadership can be perceived as either stubborn by critics, or simply wanting the best for the nation by advocates. Still, one cannot help but to admire and respect him for moulding Singapore from a Third to a successful First-World nation today.