THERE is an old saying — never count your chickens before they’re hatched.
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It has particular resonance in the fickle world of politics and leadership.
Take the case of federal Labor leader Bill Shorten.
Three months ago, Mr Shorten was on the crest of a popularity wave.
Prime Minister Tony Abbott was out of favour in the opinion polls by an astonishing margin and it looked like all Mr Shorten and Labor had to do was wait quietly until the next election and watch the Coalition implode.
That didn’t happen. In fact, the opposite occurred.
Mr Abbott clawed his way back in the polls and the Coalition is largely looking like it is back on track.
Mr Shorten on the other hand has been left looking flat-footed and ineffective, having failed to capitalise on the Coalition’s bumpy patch.
Worse, Mr Shorten has been forced to defend allegations that he traded workplace conditions with employers in exchange for donations to his union when he was a union boss.
Also, Mr Shorten’s former wife’s share transactions are under the spotlight as part of the Abbott government’s royal commission into union corruption.
Labor stalwarts have defended Mr Shorten’s credentials as a union boss and argue that the targeting of his former wife is merely a politically-motivated witch-hunt by the commission.
But the fact is Bill Shorten’s position as Labor leader is now looking considerably weaker and the party must have a strong, untouchable leader going into the next election if they are to defeat a resurgent Coalition.
Mr Shorten will be hoping that the present controversies will blow over when the commission runs its course, but he has been wounded badly whatever the findings.
And having played a significant role in the downfall of two serving prime ministers from his own side, Mr Shorten would know better than most holding onto the leadership in the Labor party is no easy task.