The UK government deserves a G3 rating for its handling of Brexit

So, let’s unpick how we got here. First, few housing associations would embark on such a fundamental change of policy or strategy without a fully detailed business case, probably supported by some external validation. In contrast, the referendum relied on slogans on buses and asked the question without any options appraisal.

Maybe a Royal Commission or similar could have set out the options and implications before asking for a decision? The referendum is a stark reminder that making decisions ‘on the hoof’, with too much reliance on gut feeling and without proper evidence or validation, is a risky road.

“Mostly, however, colleagues have helped me see sense when as a chief executive I have occasionally been distracted by a flight of fantasy or pushing ahead too fast”

Second, following the 52-48 vote, the government chose to drive relentlessly towards a goal representing just over half of those who voted, rather than building consensus.

In my experience, difficult decisions deliver the best outcomes when chief executives, executives and boards can reach broad agreement.

Collective decision-making is a bulwark against bad decision-making. Of course, there are times to be bold, brave and decisive. Mostly, however, colleagues have helped me see sense when as a chief executive I have occasionally been distracted by a flight of fantasy or pushing ahead too fast.

Third, the old saying goes that leaders need followers; it’s not purely a function of rank.

We can all set out a great strategy, an ambitious plan or a shiny new business case.

But if we don’t take our people with us, it’s unlikely to land.

Politics is by its nature riven by rivalry and defined by tribalism – but the government set its course in splendid isolation and then hit the buffers, having failed to take parliament on the journey.

I suspect most of us in leadership have made a similar mistake within our own organisations at one time or another.

“The worst decisions I have taken have often been partly for the ‘wrong’ reasons, usually later to be regretted”

Finally, and again it is clearly much harder for political leaders than us, where we are able to put the purpose and needs of our organisations above our own desires and opinions, I think we are on safer ground in making tough choices.

I’d argue that for our political leaders this means national interest before party.

The worst decisions I have taken have often been partly for the ‘wrong’ reasons, usually later to be regretted.

Whatever the outcome of Brexit, it is imperative that both sides focus on getting a divided UK back to G1 status. And that could be as challenging as delivering Brexit itself.

Boris Worrall, chief executive, Rooftop Housing Group