Trust is a two-way street: Lessons from former ministers on managing relationships in government and parliament

A minister’s ability to be effective in the role depends on the strength of their relationships across Westminster. From working with the prime minister at the centre of government to engaging with backbenchers in parliament, our latest Ministers Reflect interviews, featuring Sajid Javid, Theresa Villiers and Simon Hart uncover how the politics of relationships can impact a minister’s work. 

Number 10 can empower ministers to be effective

Having a good relationship with the prime minister can be essential in helping a minister to drive through their agenda. Theresa Villiers felt that she “could always rely on Number 10” to back her up when it came to matters of the environment and animal welfare. She recalled how Boris Johnson as prime minister “took a very close personal interest” in her department’s response to the flooding crisis in November 2019. As a result of that support, she was able to secure funding for aid schemes in the face of resistance from the Treasury.  

Mutual respect and understanding between the prime minister and their ministers are essential for effective governance. Sajid Javid found this especially true of the relationship between the prime minister and the chancellor. According to Javid, “the effectiveness of the government in general… depends massively” on the two individuals working well together. During his time as chancellor, Javid came to realise that it was “not going to be possible” for him to build trust with prime minister Boris Johnson. While the relationship between the residents of No.10 and No.11 can often be tricky, governments are more effective when they maintain a constructive relationship.

An overbearing prime minister can make life difficult for ministers

The prime minister needs to strike the right balance between supporting ministers without becoming overbearing and overly involved. While Theresa Villiers found that David Cameron was willing to “delegate decisions, discretions and responsibilities”, she experienced “much more control” under Johnson’s administration. In particular, Villiers spoke of her frustration waiting for Number 10 clearance on “pretty low-key quotations to specialist press” during Brexit preparations. Effective delegation from Number 10 and trusting ministers to get on with the job will help government drive delivery as many ministers settle into their new role following the large-scale September reshuffle.  

Overreach by Number 10 can, in more extreme cases, lead to a breakdown of relations between the prime minister and his top team. Reflecting on his first resignation from Johnson’s cabinet, Sajid Javid felt that had he accepted the prime minister’s request to dismiss his special advisers and replace them with Dominic Cummings’ appointments, he would have become “chancellor in name only.”  

When a minister’s trust and confidence in the prime minister breaks down, then resignation can become inevitable. Simon Hart was the third cabinet minister to resign from Johnson’s government in July 2022. Hart recalled facing a “tipping point … between making an honourable exit and hanging on too long”.  

Backbench engagement is essential for good governance  

As well as navigating relationships in government, ministers need to manage those in parliament as Sajid Javid told us – “a minister has more than one job”. Beyond their departmental responsibilities, ministers are also members of parliament, and they need to maintain that side of relations too.  

The current Labour government has struggled to manage its relationships in parliament. A backbench campaign in June 2025 over the Welfare Reform Bill succeeded in pushing the government into significant policy reversals. Starmer’s ministers can learn from Hart’s advice that ministers “can never do too much engagement with backbenchers, particularly over controversial legislation”. Reflecting on his experience as chief whip trying to get the Home Office’s planned migration deal with Rwanda through parliament, Hart revealed how “perilously close” the government came to collapsing over the issue.  

Maintaining communication and constructive relationships with colleagues in parliament can help government avoid difficulties passing legislation or even parliamentary rebellion. Theresa Villers highlighted the “phenomenal impact” that a well-organised backbench challenge can have on a government. She recalled the “absolutely pivotal” WhatsApp groups that were used by the European Research Group to defeat Theresa May’s Brexit deals. She also spoke to us about her experience organising and leading a parliamentary rebellion against mandatory housing targets in the Levelling Up Bill, saying that “it’s votes that really make ministers and whips sit up and take notice”.  

Being a minister is a demanding job. It requires juggling crucial relationships across government and in parliament. When those relationships break down and a ministerial resignation or backbench rebellion follows, it can damage a government’s ability to govern credibly. Starmer’s ministers should learn from these former ministers about how they can build and maintain the relationships that will allow them to get things done.