Alex Falzon: Malta’s election offers lessons in leadership, trust and timing

While Malta’s 2026 general election delivered a historic fourth consecutive victory for the Labour Party, leadership coach, speaker and consultant Alex Falzon believes the most valuable lessons from the campaign extend far beyond politics.

In a reflection shared following Saturday’s vote, Mr Falzon argued that the election highlighted several important leadership principles that are just as relevant in the boardroom as they are on the campaign trail.

“Labour won a fourth consecutive term, a historic result, but the more interesting story for me is not who won,” he wrote. “It is what the campaign revealed about how leaders rise and why people follow.”

According to Mr Falzon, one of the clearest lessons from the election was the power of positive leadership.

Describing the campaign as notably positive on both sides, he pointed out that voter turnout increased and suggested that people are more likely to respond to hope and optimism than fear.

“People respond to energy and hope far more than to being frightened into a choice,” he said, adding that the same principle applies within organisations seeking to gain the commitment of employees and stakeholders.

A second lesson centred on the importance of building depth throughout a team.

Mr Falzon observed that the Nationalist Party appeared more unified than it had in years, helping it achieve its strongest electoral result in more than a decade. At the same time, while Labour secured a comfortable victory, its majority narrowed compared to the 2022 election.

For Mr Falzon, both outcomes point to the same conclusion.

“Leadership is a team sport, and voters weigh the whole bench, not just the captain,” he said.

He argued that while a charismatic or energetic leader can attract attention, people are less likely to fully commit if they do not see comparable strength throughout the wider team.

“When the figure at the top is not yet matched by visible strength across the team, people hesitate,” he noted.

Respect what is already working

The third lesson relates to managing change.

Mr Falzon highlighted Malta’s strong economic performance in recent years, suggesting that when people feel secure, they are naturally less willing to embrace significant change.

He compared this to situations commonly encountered by new leaders entering organisations.

“The instinct is to arrive and start changing things from day one, to prove you are in charge,” he said.

However, he warned that when a team is already performing well, unnecessary change can be perceived as taking something away rather than offering an improvement.

Instead, he believes effective leaders take time to understand what is already working before introducing new initiatives.

“The smartest new leaders I work with do the opposite. They listen first. They earn the right to change things by understanding what is already working before they touch it,” he explained.

Summarising his reflections, Mr Falzon said successful leadership ultimately depends on a combination of energy, trust and timing.

“Energy earns attention. Depth earns trust. And timing decides whether the two convert into a mandate,” he wrote.

Regardless of political affiliation, he argued that the broader lesson remains universal.

“Mandates are earned slowly, through trust and depth, and rarely arrive on the first ask.”

For business leaders, the election serves as a reminder that lasting support is built not only through vision and enthusiasm, but through strong teams, credibility and a careful understanding of when change is truly needed.