Last month, Keir Starmer announced his resignation as Prime Minister of the United Kingdom and leader of the Labour Party. After nearly 2 years at 10 Downing Street, he decided he was no longer the right person to take the country forward. In his resignation speech he said: “The question my party is asking now is whether I am best placed to lead us into the next general election. I have heard the answer of my parliamentary party to that question. And I accept that answer with good grace”.
Starmer’s decision followed months of significant criticism and political pressure from the public, the opposition and his own party. Opinion polls indicated that he was the most unpopular prime minister in modern times. Many people felt he was not doing a good enough job.
In 2024, Keir Starmer led his Labour Party to its biggest majority in Parliament this century, consigning the Conservatives to their worst-ever defeat. Whilst he won a large majority, he only won 33.7% of the total vote, representing the lowest vote share of any majority government in British history.
This staggering disparity is a direct consequence of the UK’s First-Past-the-Post electoral system, which rewards parties with concentrated support, rather than a party’s total national vote. FPTP is praised for creating strong and stable governments. However, the UK has seen 7 Prime Ministers in the last 10 years, suggesting that this electoral system is anything but unstable. The turnout at the 2024 election was only 60%, 7.6 percentage points lower than in 2019, further weakening Keir Starmer’s mandate.
Several factors led to Starmer’s resignation. A disastrous performance in the May 2026 local elections severely damaged his authority and caused support within the party to drain away. Several high-profile figures, including former Health Secretary Wes Streeting and Defence Secretary John Healey, resigned from their positions, leaving Starmer without a viable bloc of support. To make matters worse for Starmer, Andy Burnham won a landslide in the Makerfield by-election, which cleared a definitive path for a top-tier challenger to re-enter parliament and directly challenge Starmer’s position.
Ultimately, Number 10 has become a revolving door of Prime Ministers, much like Chelsea Football Club’s revolving door of managers. Both institutions have developed a reputation for replacing leaders in the hope that a new face can solve old problems. Chelsea has had 10 managers in the last 10 years and has become notorious for its willingness to sack managers, even when they have achieved great success.
In football and in government leaders are under significant pressure from the media, public expectations and financial/ electoral stakes. Social media has exacerbated this pressure because there are now constant online reactions. As a result of this, leaders have less time to build and are expected to deliver immediately. Football clubs and governments therefore face a similar dilemma: Should they tolerate short-term setbacks in pursuit of long-term progress? Or prioritise immediate results, even if it means constant disruption?
Chelsea has had some success in adopting this approach. In 2021, Thomas Tuchel transformed a struggling side into Champions League winners just months after Frank Lampard’s dismissal. Chelsea remains the only football club in London to win this title. However, Chelsea’s long-term record suggests that constant change is limited. While the club has enjoyed winning some major trophies through managerial turnover, it has struggled to establish the sustained dominance achieved by Manchester City.
In his first season at Manchester City, Pep Guardiola finished the season without a trophy for the first time in his managerial career. Despite this, the club’s hierarchy remained committed to his long-term vision. That patience was rewarded with multiple record-breaking seasons that included Premier League titles, domestic cups and a Champions League trophy, creating one of the most successful eras in English football history. If Manchester City had adopted Chelsea’s approach, they might not have achieved the long-term success that they did.
This can also be seen at Arsenal, where patience with Mikel Arteta allowed them to achieve success albeit in a different way. When Arteta was appointed in 2019, the club was far from competing for major trophies. His first seasons were marked by back-to-back 8th-place finishes in the league and criticism from supporters. However, Arsenal’s hierarchy resisted the pressure to make a quick change. Instead, they backed Arteta’s long-term vision, allowing him to reshape the squad, develop younger players and establish a new culture at the club. The results did not arrive immediately, but over time Arsenal became genuine Premier League title contenders, and won it earlier this year.
At 10 Downing Street, in just two years, Keir Starmer has led several policy successes. Labour’s employment rights bill paved the way for significant new rights for workers on sick pay, parental leave and zero-hours contracts. He hailed it as “the biggest upgrade to workers’ rights in a generation” when it came into law in December. His government has also started a national rollout of free breakfast clubs for all primary school pupils, which Starmer called “a lifeline for parents” and an investment “in the next generation to give them the best start in life”. Despite what some might think, he has done well to combat immigration. In May last year, he promised that new immigration measures would see net migration fall “significantly” over the next four years. So far, it has been successful as over the last 12 months, according to this BBC tracker, net migration is 48% down, asylum claims are down 12%, and small boat arrivals are down 41%.
It is clear that Keir Starmer’s government has not been a complete disaster, but ultimately he has not done enough to win the electorate’s favour. However, the electorate needs to understand that lasting reforms often require time to take effect, and replacing leaders before their policies can be implemented risks prioritising short-term political pressures over long-term outcomes.
Chelsea and Westminster illustrate that in modern leadership, patience is in short supply and replacing the person at the top is often seen as the solution to institutional problems. Short-termism has become the norm, and people are becoming increasingly impatient. Whether in football or politics, replacing leaders can sometimes provide fresh momentum. But it can also become a substitute for confronting deeper organisational or institutional challenges.









