A recent Senedd committee report on the proposed appointment of the new chair of Natural Resources Wales reignited a debate that has been quietly brewing for years namely should those chosen to lead the nation’s most important institutions not only live here, but also have a deep understanding of our country’s people, culture, and governance?
In that case, the candidate was praised for their impressive track record and leadership credentials and yet concerns were raised about his lack of experience of working in Wales and their knowledge of the social and political context in which he would operate.
It’s a timely reminder that leadership here is not just about professional competence but about knowing the communities you serve and the unique environment in which you are expected to deliver results. As many have argued with me over the years, leadership in Wales should not be a part-time commitment and our institutions need people who are not only professionally capable but personally invested in the nation’s future.
Which raises a blunt question namely if you are leading a major Welsh institution, is it really enough to just cross the border for meetings and then head home or does the role demand a far greater level of commitment?
Some will suggest that insisting on residency risks being parochial and that the priority should be to choose the best person for the job regardless of where they live. But that argument ignores an important reality namely that Wales has no shortage of world-class leaders of its own.
Across the globe, there are Welsh people who have succeeded at the very highest levels in business, academia, sport, the arts and public life and many of them would relish the opportunity to bring their experience home and give something back to the country that shaped them.
So, while the talent pool must remain open and international, we should also recognise that looking for the “best” does not necessarily mean looking beyond our borders and that choosing leaders who already understand the nation’s culture, values and political landscape can often be an advantage.
At first glance, the idea that such leaders should live in Wales seems self-evident namely that if you are responsible for steering an organisation that plays a central role in the life of the nation, surely you should be based here.
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And yet, it is not unusual to find senior figures who continue to live outside the country, commuting in before returning home elsewhere.
I have no knowledge of their living arrangement, but would it be an issue if the chairs and chief executives of organisations such as the Welsh Rugby Union and the Development Bank of Wales do not have their homes here? Moreover, should vice-chancellors of Welsh universities actually live in the communities where their students live and study?
In a world where hybrid and remote working are increasingly normal, some argue this is not an issue and technology now enables leaders to operate effectively from anywhere. If someone is skilled, strategic and digitally connected, does their address really matter?
Yet others would say that in a small country with its own distinct identity, politics and culture, leadership is not only about setting strategy or making decisions from afar but is about building relationships, engaging with stakeholders, and understanding the lived experiences of the people your organisation serves.
Living in Wales brings daily exposure to its realities from the way policies play out in communities, to the challenges faced by businesses, to the cultural nuances that can influence decision-making. It means being part of local conversations, supporting regional events, and witnessing first-hand the successes and struggles that shape the nation’s future.
The question of residency also speaks to accountability as many of these institutions are funded, directly or indirectly, by the Welsh taxpayer. There is an understandable expectation that those at the top should be embedded in the nation they serve, both to demonstrate commitment and to maintain public trust. Indeed, the Senedd itself has already taken a firm stance on this issue for its own members by making it a legal requirement that candidates must be resident in Wales and if that standard is applied to our lawmakers, is it unreasonable to expect the same level of commitment from those appointed to lead our most significant national institutions?
That said, I am of the opinion that Wales rightly wants to recruit the best possible leaders and if the standout candidate for a role lives elsewhere, should they be excluded? Probably not as leadership talent is a global commodity and insisting on immediate relocation could deter strong applicants especially given factors such as family commitments, housing needs, and a partner’s career can all influence whether and when a move is feasible.
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However, while flexibility is understandable in the short term, it should not become the norm as over time, leaders who remain physically distant risk becoming disconnected from the people and places their decisions affect. Presence matters not just for operational reasons, but for the relationships, trust and cultural insight that develop only when you live in the community you serve.
Ultimately, my view is that living in Wales should not be a rigid rule imposed at the expense of securing exceptional talent but there is no reason why it should not be a clear expectation that leadership here should be rooted in the realities of Welsh life, not conducted at a comfortable distance.
At a time when the challenges facing the country are complex and interlinked from economic growth to environmental sustainability, from public service reform to the future of our universities, we need leaders who are fully engaged with the nation they serve.
At the end of the day, leadership in Wales should not be a part-time commitment and our institutions need people who are not only professionally competent, but personally invested in the future of the nation, and that means being an integral part of it not just on paper but in practice.