A Different Kind of Power

Discover the core lessons from Jacinda Ardern’s memoir, “A Different Kind of Power” This summary explores her journey and philosophy of leading with kindness, empathy, and resilience through major crises.

1 Listen to A Different Kind of Power Summary

2 Book Summary: A Different Kind of Power

“A Different Kind of Power” is Jacinda Ardern’s memoir, chronicling her journey from a smalltown girl in rural New Zealand to becoming the nation’s prime minister. The book rejects the traditional, often combative template of political leadership, arguing instead for a style rooted in kindness, empathy, and resilience. Ardern traces her formative experiences - from witnessing poverty in Murupara to navigating the challenges of being a young woman in politics - to show how they shaped her conviction that true strength lies not in sharp elbows, but in a genuine desire to connect with and serve people.

2.1 From Murupara to Morrinsville: The Roots of Empathy

Ardern’s worldview was profoundly shaped by her childhood. Moving to the struggling town of Murupara as the police sergeant’s daughter, she was exposed to deep-seated inequality and the human stories behind crime and poverty.

1. Policing by Consent: Her father’s approach to policing - that “his words will always be the greatest tool” he had instilled in her the belief that understanding and communication are more powerful than force. He sought to understand the “why” behind crime, a perspective that Ardern would carry into politics.
2. Early Political Awakening: Witnessing a small, shoeless boy crying alone in the street in Murupara was a pivotal moment. It sparked a persistent thought - “He shouldn’t be alone” - and a foundational belief that society has a collective responsibility to care for its most vulnerable.
3. A Sense of Responsibility: From delivering leaflets despite a terrifying dog, to working at the local fish and chip shop, Ardern developed an intense sense of responsibility. This drive to be “useful” was a constant motivator, pushing her to contribute even when she felt out of her depth.

The Murupara Influence

Ardern pinpoints her time in Murupara as the moment she “became political”. Seeing firsthand the effects of economic upheaval, colonisation, and poverty gave her an early understanding of systemic issues. Her experiences there cemented a belief in fairness and the idea that circumstances can push a community into difficulty, but that the people within it still deserve dignity and support.

2.2 Finding a Political Voice: Imposter Syndrome and Idealism

Throughout her journey into politics, Ardern grappled with persistent self-doubt and the feeling of being an “imposter”. She believed her sensitivity was a weakness in a field that seemed to reward aggression.

1. “Too Thin-Skinned for That”: This was her father’s assessment of her suitability for politics, and a fear she internalised. She often felt she lacked the “sharp elbows” required, leading her to believe she was better suited for behind-the-scenes work.
2. Harnessing Doubt: A breakthrough came when a teacher, Mr. Fountain, introduced her to the term “imposter syndrome.” The realisation that others, even those she admired, felt the same way was a comfort. She learned that over-preparing to compensate for her doubt was actually a strength, particularly in debate.
3. Politics as Service, Not a Career: Ardern never had a clear career plan to become an MP. She fell into volunteering for the Labour Party because she wanted to make a difference on issues she cared about, like student debt and inequality. The decision to run was incremental, driven more by a sense of duty than personal ambition.

Channeling Imposter Syndrome

When Ardern felt overwhelmed by the combative nature of Parliament, she asked a notoriously tough colleague, Trevor Mallard, for advice on how to “toughen up”. His response was transformative: “Promise me you won’t try to toughen up… You feel things because you have empathy, and because you care. The moment you change that is the moment you’ll stop being good at your job.” This reframed her sensitivity not as a weakness, but as the very source of her political strength.

2.3 A Different Kind of Power: Leading with Kindness

Ardern’s core thesis is that kindness is not weakness; it is a powerful and necessary tool for effective leadership in a fractured world.

1. “They Are Us”: Her immediate response to the Christchurch terror attack on March 15, 2019, defined her leadership. By stating “They are us”, she unequivocally rejected the terrorist’s attempt to divide New Zealand, framing the victims as an integral part of the national family. This was empathy as a national security strategy.
2. Rejecting the Political Playbook: Ardern consciously chose a positive, hopeful campaign style, even when advised to be more aggressive. She wanted to focus on what was possible, believing that cynicism and negativity eroded public trust and participation.
3. Humanity First: From hugging grieving families to admitting her own sadness after the terror attack, Ardern refused to hide her humanity. She believed that authentic connection was more effective than maintaining a facade of invulnerability.

2.4 Leadership Through Crisis: Christchurch and COVID-19

Ardern’s premiership was defined by a series of unprecedented crises that tested her leadership philosophy under extreme pressure.

1. Christchurch Response: In the aftermath of the terror attack, her government acted swiftly. They banned military-style semi-automatic weapons within ten days, launched the global “Christchurch Call” to combat extremist content online, and centered the victims and their families in the national response.
2. The COVID-19 Elimination Strategy: Facing models that predicted tens of thousands of deaths, Ardern’s government made the difficult choice to “go hard and go early” with a national lockdown to stamp out the virus. This required unifying the country around a collective goal, using clear communication (the alert level system) and empathy for the sacrifices people were making.
3. The Personal Toll: The book reveals the immense personal pressure of these events. Ardern describes the constant state of “hypervigilance” and the emotional weight of making life-and-death decisions, which ultimately contributed to her burnout and decision to step down.

2.5 Other key ideas

On Imposter Syndrome and Sensitivity

Ardern argues that traits often seen as flaws in leaders can be their greatest strengths.

1. Imposter Syndrome: Fearing you aren’t good enough forces you to prepare more, seek more advice, and approach situations with humility.
2. Anxiety: Overthinking and imagining the worst-case scenario means you are better prepared when a crisis actually arrives.
3. Sensitivity: Being “thin-skinned” is a sign of empathy. It allows a leader to connect with people’s suffering and respond with genuine care, which builds trust and unity.

The Role of Family and Faith

Ardern’s identity was deeply intertwined with her Mormon faith, which provided a foundation of service and community. However, her journey reveals a painful divergence.

1. Conflicting Values: As she grew older, she could not reconcile her belief in equality - particularly for the LGBTQ+ community - with the church’s official doctrine. This created an internal conflict she “compartmentalised” for years.
2. Leaving the Church: The decision to formally leave her faith was a moment of deep grief, as it meant leaving a core part of her identity and community behind.
3. Family Support: Despite her departure from the church, her family’s love remained a constant anchor. Her parents’ pragmatism and support, and Clarke’s role as a stay-at-home dad, were essential to her ability to do her job.

‘You Just Get On With It’: Motherhood in Office

Ardern was only the second elected world leader in modern history to give birth in office. This brought unique challenges and pressures.

1. The Public-Private Struggle: She describes the difficulty of hiding morning sickness, pumping breast milk between meetings, and managing fertility treatments, all while under intense public scrutiny.
2. The Double Standard: Ardern felt a constant pressure to prove that being a mother did not make her less capable. When a journalist questioned whether it was “okay” for a PM to take maternity leave, she famously declared the question “totally unacceptable” in 2017.
3. The Village: She emphasises that she couldn’t have done it alone, relying on her “village” - her partner Clarke, her mother, and her team - to make it possible. The famous photo of her with baby Neve at the UN was, for her, a picture of this collective support system in action.

2.6 Key Quotes

• On Kindness: “I want this government to feel different… I want people to feel that it’s open, that it’s listening, and that it’s going to bring kindness back.”
• On Unity: “They are us.” (In response to the Christchurch attack, about New Zealand’s Muslim community).
• On Resilience: “You just get on with it.” (The Queen’s advice on being a mother in the public eye).
• On Empathy: “My words will always be the greatest tool I have.” (Her father’s lesson).
• On Disagreement: “If 50 percent of a room isn’t disagreeing with you, you probably aren’t saying anything anyway.”

3 Video

4 Practise

Ardern’s memoir is a powerful reflection on leadership and personal values. After reading, take a moment to reflect on your own experiences:

Think about a time when a trait you considered a weakness (like sensitivity, anxiety, or self-doubt) turned out to be a strength in a challenging situation. How did it change your perspective on that trait? Ardern argues these are sources of a “different kind of power.” How might you reframe your own perceived flaws as powerful tools for empathy, preparation, or connection?

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