Opinion

When Fred Goodwin steered clear of risk

1 min read Youth Work
As young people walk into my cottage in north Wales, they see a poster of the ocean with a solitary boat tossing on the waves. On it there are the following words: "A ship in the harbour is safe, but that is not what ships were built for." My view of youth work is that it is quintessentially about "pushing the boat out", stretching young people's imagination, competence and experience beyond their comfort zones but not so far as to engender panic (and thereby cause them to retreat back to the safety of where they came from). For me, that is the fundamental skill of the youth worker in dealing with both the mental and physical activities of young people. When executed effectively, young people come to understand and consider risk and make informed choices accordingly.

Much has been said and written over recent months about Sir Fred Goodwin and the Royal Bank of Scotland (RBS), of which he was chief executive. Too many risks were taken, ultimately producing a "toxic" outcome that led to the bail-out of the bank with public finance, just before its imminent collapse. Sir Fred had orchestrated the biggest financial loss (around £24bn) in British corporate history.

But little has been said or written about Sir Fred and The Prince's Trust. In January, it was announced that he would step down in June, after six years as its chairman. Over that time - and this is the huge paradox of Sir Fred's two roles - the trust had, according to many observers and insiders, become absurdly safe and, arguably, lost sight of its founding philosophy and principles.

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