On Leadership: Lessons for the 21st Century. Tony Blair’s new book offers insights not just for politicians, but for business leaders and anyone aspiring to lead a team. One of the core themes is that leadership is not about telling people what they want to hear—but rather what they need to know. Without that conviction, a leader is little more than a follower … writes Anasudhin Azeez
True leaders have the courage to stand apart from the crowd. They speak up when others stay silent. They act when others hesitate. They take risks—not because they fail to recognize them as such, but because they believe a higher purpose makes the risk worth taking. There may be differing opinions about Tony Blair and his tenure as prime minister. Yet, the facts remain: he won three consecutive general elections, one of them by a landslide. Debate continues over his political identity: a socialist Red Labourite or a left-leaning figure on the spectrum of Blue Toryism. Regardless, his leadership and communication skills are undeniable.
For any student of politics, Blair, the creator of new labour, remains a compelling example of how to engage effectively with both the public and the press. With his signature ear-to-ear smile and steady eye contact, he could hold an audience effortlessly. That’s why the nation reacted with disbelief and outrage when he sold the infamous “45-minute WMD claim” regarding Iraq—a lesson in how even powerful communication can lose credibility when tied to controversial narratives.
Blair’s latest book, On Leadership, is essential reading for leaders and who aspire to be a leader. It delves into stories of recent global crises and the leadership failures that exacerbated them. He reflects on his time at 10 Downing Street during one of the most turbulent periods in modern British history. The book serves as a masterclass in leadership—particularly political leadership—from someone who has led on the world stage.
Blair defines politics as “part philosophy, part performance, and part practicality.”
His book offers insights not just for politicians, but for business leaders, community organisers, and anyone aspiring to lead a team. One of the core themes is that leadership is not about telling people what they want to hear—but rather what they need to know. Without that conviction, a leader is little more than a follower.
He also stresses the importance of humility: “All leaders have an ego. But recognising your weaknesses and compensating for them—putting that ego in its box and relegating it behind the goal of effective leadership—that is a form of bravery.”
Venturing outside one’s comfort zone, embracing fresh ideas, and welcoming new people and perspectives—Blair argues these are hallmarks of not just good government, but also of true leadership character.
He breaks leadership down into three phases: Listening eagerly; Believing you know everything and Realising you know nothing—and returning to listening with humility.
Unfortunately, most leaders don’t last long enough to reach the third phase. Blair offers practical strategies for shortening that learning curve and evolving more quickly through these stages.
He observes that while governments have existed for centuries, the 20th century brought an unprecedented expansion in both their responsibilities and in what the public expects from them.
Written in concise, punchy chapters, and filled with examples from diverse political systems around the world, the book addresses key questions of leadership: How should a leader organise their office and the centre of government; How do you set priorities, hire the right people, and cope with unforeseen crises; How can leaders balance quick wins with deep structural reforms; How should governments tackle bureaucracy, drive investment, reform healthcare and education, and safeguard national security; and crucially, how can they harness the vast opportunities of the 21st-century tech revolution?
On Leadership is a timely and insightful guide for anyone navigating the challenges of leadership in today’s complex global environment.
