In many files, the question is not about who takes over, but about who deserves it. Social security, representing a long-term trust agreement between the state and the citizen, is at the forefront of these files, where there is no room for compromise or pleasantries or "consideration".
In such a role, it is not enough for the official to be capable of managing; they must also be capable of deep understanding, and of reading between the numbers and lines, and understanding the impact of a decision before it is made.
Many experiments have proven that this file is not managed properly by those who are dropped into it from outside the system, regardless of the available management talents, office interaction skills, and general administrative leadership tools.
It's a technical file laden with technical details but it is a world with its own language, intricate intertwining, and sensitive balances that can only be grasped by those who have lived it day by day from the inside.
Those who know how policies are built inside it, how its crises are managed, and how its decisions are made under the pressure of expectations, news, circumstances, and weather conditions differ drastically from those who view it from behind desks.
Deeper than that, there are rare leadership models that combine two roles not often found in one person: direct field experience in managing social security, and ministerial experience in overseeing labor markets and their legislation.
This type of career path creates not just a professional biography but a comprehensive vision that sees an employee's journey before they move to the retirement file, and understands the cycle of social protection in its entirety rather than through slogans that lead only to what we have seen and to the current situation.
When this file is led by someone who knows both institutions together, they do not need time to discover complexities nor fall into the trap of superficial solutions and "patches".. With internal expertise, they know where real reforms begin, where deferred risks lie, and how to make difficult decisions without shaking public trust.
Most importantly, they realize that scientific diagnoses do not intersect with the overall system interest, do not conflict with justice, and that financial sustainability should not come at the expense of human dignity.
Such an administrative model is not offered as an option among others, but is necessarily a natural response to the challenge's magnitude.
When deep expertise in the giant social security file is available, alongside ministerial experience in labor, it becomes logical and necessary for the compass to point towards this type of leadership, imposed by logic and deep technical know-how, not by circumstances and fears and future concerns.
For those who read between the lines, the current phase requires today someone kneaded with the details and complexities of the inside, and led the scene from the top of the system where there is no luxury in time and getting to know the files and experimenting, starting from an institutional memory and executive experience capable of confronting this burden with confidence and knowledge.
Social security is not a field for experimentation but a space for trust, and as trust is slowly built, it can quickly erode if it is misplaced.
Wisdom dictates that now, and before the next ten minutes, this file should be taken over by someone who has proven in two different positions that they are capable of leading it, not just learning and experimenting in it and in an integrated system affecting the future of all Jordanians.
