My first formal involvement in the Labour Party was election day 1999 where I volunteered for Mark Peck in my home town Invercargill. A few months earlier I had attended Labour's campaign launch for my school newspaper and put my name down to volunteer. I was blown away by Helen Clark - she spoke for over 40 minutes and answered the questions superbly (including mine on youth suicide). It wasn't until 3 months later that I found out political parties had membership (no'one bothered to tell me or ask me to join!).
Which is a long way of saying that my entire involvement with the Labour Party (apart from one day) was while Labour was in Government. So my main lesson in what to do (and what not to do) in opposition are from my experience of National as an opposition.
I drew several lessons from that:
Firstly, you must unite behind a leader. I believe Bill English had more chance of winning the 2005 election than Don Brash: English's downfall was the lack of support from within the caucus and constantly being undermined.
Secondly, opposition is most successful when it is united. When National, New Zealand First, Act, and United Future were all hammering the same issue (for example tax cuts, or "one law for all") they shaped the public debate, public mood, and political agenda.
Thirdly, you can't just be negative and run New Zealand down. National was most successful when it stopped bagging New Zealand and starting using positive language. One of the skills of opposition is walking the fine line between being critical, while also supporting New Zealand and New Zealanders and projecting a positive vision for the future. Obama did this brilliantly in the US.
Fourthly, the public has to be open to listening. No'one wanted to hear from National from 2000-2003. The public liked the direction and style of the new Labour government and were willing to give it a fair go. National didn't learn that lesson. Instead of listening to the public and the new political consensus that was emerging around some of Labour's policies and positions, it closed its ears and started shouting. But no'one was listening.
Fifth, brand the Government and repeat those phrases. Helen Clark's strong leadership at the start of her term became "arrogance" because of the opposition branding. The Government playing an active role in the economy and society became "nanny state" and "political correctness" because of the oppositionbranding. Those phrases were emotionally loaded and became arguments in themselves for why the Government was failing.
Sixth, talk about the issues that matter. Government's get bogged down with the detail of running the country and dealing with fires as they ignite. Opposition must keep the bigger picture in mind and constantly talk about the issues that are at the forefront of people's minds and concerns.
Seventh, build an army of volunteers, supporters and cheerleaders. Oppositions can't change the country on their own. To win elections and shape public opinion you must have an army of people supporting you. Those friends who became silent in the last years of your Government may emerge when they see the cuts to certain programmes or policies that hurt certain people.
That's all I can think of at the moment. Please let me know if you can think of more.
My next post will be about how Labour rates against each of those factors as an opposition and how things are also much more complicated under an MMP system with multiple political parties.
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