In Front of the Mirror of Leadership: President Lee Jae-myung's Drive and the Reflection of the People Power Party

The necessity for a clear vision and execution capability

Whether an organization or a political party, in order to survive in a changing environment, a clear vision, consistent execution, and the internal motivation of its members are necessary. In particular, political organizations, as they are constantly tested daily by the ultimate users, the citizens, bear an even heavier weight of responsibility.

Self-reflective voices of the People Power Party

Recently, the self-reflective voices emerging from within the People Power Party offer intriguing clues. Some within the party reminisce that 'three years ago, we should have gone with Prime Minister Hong Joon-pyo, Deputy Prime Minister Yoo Seung-min, and Representative Lee Jun-seok.' Along with this, they are belatedly admiring President Lee Jae-myung's drive and using his leadership as a mirror to reassess their own mistakes. However, this kind of 'regret' is not just simple reflection it also signals the structural limitations of those who misjudged the essence of political leadership.

Leadership is proven by results

President Lee Jae-myung has shown an attitude of 'managing the country' since the early days of his inauguration, transcending political divisions. He has focused more on institutional effectiveness than on political hostility, delivering messages to the public through quick and strong decisions. While some may describe this as autocratic, at least the public experience was clear compared to 'politics that does nothing.' The problem is that the opposing political forces have wasted years trapped in political calculations and personal rivalries. The result of questioning who is more right-wing and who is more centrist, rather than presenting future strategies, is today's belated regret.

Late reflection does not guarantee change.

The self-reflection emerging from within the People Power Party may superficially appear as 'healthy internal criticism.' However, if it does not lead to a genuine reestablishment of strategy or a change in organizational culture, it is merely another tactical statement. The failure of leadership does not simply lie in choosing the wrong person. If one does not acknowledge that the culture, structure, and criteria that led to that choice were fundamentally flawed, there will be no change. What the People Power Party needs to do now is not to reflect on specific individuals but to fundamentally rethink their framework regarding leadership.

Reflection should lead to structural innovation rather than just emotions.

In any organization, it is natural to reflect on oneself by observing the achievements of others. However, the moment it stops at the emotional regret of "Why weren't we able to do that?" it brings about an even greater stagnation. What is needed now is not to simply emulate President Lee Jae-myung's drive itself. Instead, it is important to analyze the structure that made that drive possible—clear decision-making systems, strong internal unity, and accountable leadership—and to coldly compare how it differs from their own approach.

Political reflection should be a choice, not a confession.

If the People Power Party truly wants to reflect, it is now time to show not the words 'we should have done this' but the choice and execution of 'we will do this going forward.' President Lee Jae-myung's leadership is not just a matter of simple ability, but a result of political acumen and organizational preparedness. Realizing their own powerlessness in front of that is not something to be ashamed of. The real shame lies in recognizing it and still changing nothing.