“Everybody has a degree of leadership in them”: the Chartered Fellow tasked with keeping our MPs safe

When we think of our representatives in Parliament, our first thought may not be how much danger they face. Yet the threats are very real, ranging from the physical (with the murders of Jo Cox MP and Sir David Amess MP both within recent memory) to the psychological. Today, a politician’s every word and deed is up for public scrutiny online and likely to draw rage and opprobrium from somewhere.

Jo Oakley CMgr FCMI is head of the Members of Parliament Security Service, responsible for MPs’ security whenever they’re not in Parliament. Her teams deliver “several thousand pieces” of security, ensuring that our politicians remain safe; and, crucially, that they feel safe. 

• Read more: how CMI training helps me push for change and ‘manage up’

“It’s so much wider than mitigating risk to MPs,” says Jo. “We need to protect and support them in their democratic mandate. 

“I’m constantly scanning the media for emerging issues, not just in this country, but overseas and online. If something has even a whiff of security, my teams will consider the security implications.”

When the media fixes on particular MPs for discussion or criticism, “we’ll reach out to see how they are and discuss how we can help,” says Jo. “We can then put that support in place.”

The joy of strong decisions

Jo has been in the role for three years, but she has been a manager for 30. She previously led protection for members of the Royal Family and senior ministers. From there, she became chief of staff at Public Health England (now the UK Health Security Agency). A recruiter identified her suitability for her current role, which she describes as “very interesting, challenging and incredibly worthwhile”, because of her abundant skillset. 

So what traits does a manager need when they’re charged with keeping our democracy safe? 

“I absolutely love making decisions,” she says. “I know that’s a bit crazy and I don’t really understand it myself. People come to me because they know they’ll get a decision. That’s really important.”

She adds that she has to present as incredibly confident and capable in her conversations with MPs, who need to feel reassured that she’s an expert in her field. Jo points out that CMI accreditation goes a long way here, too.

“I need to have really strong, honest conversations with the MPs,” she says. “And if I didn't have the accreditation, they may well ask what qualifies me to give them advice.”

But she also stresses the need for soft skills. 

“You have to be open and confident,” she says. “And kind, as the role is tough for them.”

Taking the team on the journey 

Jo has to relate to her teams in the same way. Over the past three years, Jo has expanded the teams and the service they provide to support MPs, which has changed “beyond recognition”. Her department now has a security support and engagement network throughout the regions, rather than coordinating everything from London.