🗳️ Why I’m Not Running for Office (And Probably Never Will)
I’ve often been asked, "Why don’t you run for public office?" It’s flattering, of course. But the honest answer is: I struggle with the expectation to follow the party line.
Political affiliation today feels a bit like subscribing to a bundled package—one that doesn’t let you swap out the parts that don’t work for you. You buy into one position, and suddenly, you’re expected to take a stand on 10 others. Even if some don’t sit right.
Personally, I prefer the tasting menu.
🍽️ A Taste for Independent Thinking
Some parties have compelling ideas on some issues. Others have better solutions elsewhere. My brain doesn’t work in binaries. And more importantly, neither does the world.
This is why I’ve always worked best in environments that value independent thinking over allegiance. It’s why, as a leader, I surround myself with people who don’t always agree with me. And it’s why I’ve never made a habit of being a yes-woman.
One of my earliest mentors, a boss at CGI, told me something that’s stayed with me for decades:
“If an employee always has the same opinion as their boss, one of them is redundant—and it’s not the boss.”
đź’ˇ Innovation Needs Friction
That ethos has shaped my entire professional life. And it’s one reason I’m passionate about innovation: it doesn’t emerge from consensus. It comes from friction. From diversity of thought. From respectfully challenging assumptions and, yes, disagreeing.
This is what made Janan Ganesh’s recent Financial Times piece resonate so deeply. Reflecting on Danish politics, he noted that the country doesn’t fit neatly into left/right categories. Denmark is liberal and capitalist. It’s pro-welfare and pro-market. It’s compassionate but pragmatic. It doesn’t bundle beliefs—it thinks issue by issue.
🇩🇰 The Danish (and Refreshing) Approach
This “case-by-case” thinking might sound slow or inconvenient, but in many ways, it’s the mark of a mature democracy. And of an independent mind.
Contrast that with what Ganesh calls the "Vibes Theory of Politics": choose your tribe, and inherit the whole belief package. If you know someone’s stance on Gaza, you probably know their views on climate, lockdowns, DEI, and a half dozen unrelated topics. Not because they thought each through, but because it comes with the jersey.
🧠Tribalism Is Not Clarity
In an age of hyper-alignment, nuance is often mistaken for inconsistency. Or worse—disloyalty. But as Ganesh writes, the real tragedy is that this tribalism masquerades as clarity. When in fact, it’s efficiency at the cost of critical thinking.
This matters beyond politics. It’s just as relevant inside organizations, on boards, and in leadership teams. Groupthink isn’t just intellectually lazy—it’s dangerous. And in high-stakes environments, it leads to blind spots, risk, and missed opportunity.
đź’¬ The Courage to Disagree
We don’t need more consensus. We need more courage—the kind that allows people to say, “I agree with you on this. I don’t on that.” And to still remain part of the conversation.
That’s not contrarianism. It’s integrity.
And maybe, just maybe, the real leadership we need isn’t about finding the right tribe. It’s about having the right spine.
With nuance,
Peggy
Peggy Van de Plassche is a seasoned advisor with over 20 years of experience in financial services, healthcare, and technology. She specializes in guiding boards and C-suite executives through transformational change, leveraging technology and capital allocation to drive growth and innovation. A founding board member of Invest in Canada, Peggy also brings unique expertise in navigating complex issues and fostering public-private partnerships—key elements in shaping the Future of Business. Her skill set includes strategic leadership, capital allocation, transaction advisory, technology integration, and governance. Notable clients include BMO, CI Financial, HOOPP, OMERS, GreenShield Canada, Nicola Wealth, and Power Financial. For more information, visit peggyvandeplassche.com.