At Cumberland Lodge, we believe dialogue is at the heart of ethical leadership. Our most recent Cumberland Conversation welcomed Sir Philip Barton GCMG OBE, former Head of the UK Diplomatic Service, for a remarkable evening exploring what it means to lead with purpose, courage, and humility in public life.
Returning to the Lodge nearly 40 years after first visiting as a postgraduate student, Sir Philip reflected on a career that has spanned some of the most complex moments in modern diplomacy – from postings in Pakistan and India to serving as Deputy Ambassador in Washington DC and, later, Permanent Under-Secretary at the Foreign, Commonwealth & Development Office. His experience at the heart of government, he said, taught him that effective leadership begins not with power or prestige, but with principles.
At the centre of his reflections was the Civil Service Code, a document that sets out the values expected of all civil servants and has shaped his professional life. The code, he noted, offers a framework that is as relevant to young professionals today as it was when he joined the Diplomatic Service in the 1980s.
Sir Philip explained how its core values, have guided him highlighting: impartiality, integrity, and objectivity.
Impartiality, he explained, requires a willingness to serve the government of the day regardless of political persuasion – a discipline that protects democracy itself. Integrity demands honesty and respect for the rule of law, even when doing so brings personal discomfort. And objectivity requires fairness, evidence-based reasoning, and the courage to speak truthfully to those in power. These values, he said, are not bureaucratic ideals but living commitments that uphold trust between citizens and the state.
From navigating questions of legality during his time as Permanent Under-Secretary to balancing diplomatic sensitivities abroad, he described decision-making as an exercise in judgement rather than certainty. Ethical frameworks, he suggested, do not provide ready-made answers; instead, they help leaders weigh competing duties with clarity and conscience.
Turning to his personal leadership philosophy, he spoke warmly of mentors who led with ‘kindness, approachability and clarity’. Watching them, he learnt that small gestures – a greeting, a thank-you, or simply taking time to listen – can do more to strengthen a team than any formal directive. Leadership, he reflected, is “about creating a sense of momentum and shared purpose, even when things are hard.”
For the young people whom Cumberland Lodge seeks to inspire, his advice was both practical and profound: cultivate a sense of ethical grounding early, and recognise that professional growth is inseparable from self-reflection. He encouraged future leaders to understand the frameworks that govern their work, to learn from precedent, and to remain open to dialogue and learning. In a world of fast-moving events and polarised debate, he said, such grounding allows one to act with balance and conviction.
He also spoke candidly about resilience. Public service, he observed, can be demanding and, at times, unforgiving, but purpose provides endurance.
“As long as I thought what I was doing was a form of public service… that was enough to motivate me through darker moments.”
As global politics grows more divided and trust in institutions frays, Sir Philip’s reflections offered a timely reminder of why spaces like Cumberland Lodge matter. They provide room for thoughtful conversation, for the exchange of experience across generations, and for cultivating the values that sustain democracy.
The evening reaffirmed that leadership grounded in integrity, humility and service remains the surest guide through uncertainty – and that nurturing those qualities in tomorrow’s leaders is work of lasting consequence.