On Leadership

1. Have a Plan: Chart the Course to Govern Effectively

It’s essential the Leader does know where they’re going.

Route Map for Governing. A successful government needs a clear plan, a "route map" that sets out the destination, milestones, and priorities. This plan should not be a mere collection of desirable objectives but a well-defined strategy that focuses the mind of the government and provides direction to ministers.

Prioritization and Focus. The plan must establish priorities, identifying the vital changes that define success or failure. Systemic reforms, such as healthcare or welfare reform, require painstaking analysis and management of various interests. These changes demand structural reform on a large scale and should begin as early as possible in the mandate.

Consistency and Durability. A good plan gives the Leader the means of setting the agenda and governing effectively, increasing the chances of making the plan stick. It should be drawn up with rigorous attention to what is already in place, judging impartially what is working and what is not.

2. Build a Strong Center: Organize for Decisive Action

Whoever runs your schedule is the most important person in your world as Leader.

Centralized Authority. A strong center, capable of initiating and carrying through change in an effective and timely manner, is essential for a Leader. This starts with organizing the Leader's schedule to ensure time for thinking, studying, and getting things done. Without a strong center, authority is weakened, and the system is left to maintain itself.

Time Management. Time is the most precious commodity for a Leader. A well-managed schedule minimizes distractions and allows focus on delivery. This involves structuring visits, minimizing overseas travel, and ensuring that meetings are productive.

Organizing the Center. The center of government must be strong enough to help devise policy, ensure strategic coherence, communicate it, and, above all, deliver on it. This requires separate units dedicated to policy, strategy, communications, and delivery.

3. Prioritize Ruthlessly: Focus to Achieve Real Impact

If you try to do everything, you will likely end up doing nothing.

Bandwidth Limitations. Governments operate by bandwidth, and there is a limit to what they can focus on at any given time. A detailed manifesto is a guide to winning, but it rarely prioritizes with the rigor that is vital once in power.

Identifying Priorities. A good way to identify priorities is to imagine making a speech for re-election. What achievements would you ideally want to highlight? These priorities should be vital, define success or failure, and show where energy will be principally directed.

Feasibility and Impact. Priorities should not only be worthy but also practically achievable. It is essential to check the feasibility of major projects before making political commitments. The process of prioritization is a political framework that shapes the government.

4. Policy Drives Politics: Solve Problems with Sound Analysis

In general terms, and contrary to much received political wisdom, the best politics usually derives from the best policy.

Policy First, Politics Second. Decide the right policy to solve the problem and then fashion the right politics around it, rather than the other way around. Good policy generally leads to good outcomes, and Leaders must believe that people notice over time.

Evidence-Based Approach. Policy should be rooted in genuine and sensible policymaking processes, with conviction derived from sound analysis. This involves asking the right questions, considering different perspectives, and avoiding policy driven by ideology or convenience.

Collaboration and Learning. Policymaking should be a collaborative effort, reaching out to those who may have an interest and the imagination to think beyond it. Leaders should also learn from other countries' expertise and bring in the best brains from wherever they may be.

5. People Are Paramount: Assemble a Capable Team

It’s all about the people.

The Importance of Personnel. The personnel a Leader chooses to surround themselves with are essential for executing their design, interfacing with stakeholders, and providing guidance and support. These individuals need to be clever, hard-working, tough, and unafraid to tell the truth.

Building the Team. The immediate circle of the Leader should be loyal to each other and the Leader. They should be sensitive to the pressure leadership puts upon political Leaders and be able to tread the line between frankness and destroying self-belief.

Ministers and Talent. The best ministers should be placed in the most important jobs, and those appointed out of political necessity in positions where they have status but little practical impact. Leaders should also be unafraid to promote those who exhibit particular talent.

6. Manage Bureaucracy: Curb Inertia, Cultivate Service

Therefore, the Leader has to curb the bureaucracy’s natural inclination to be, well, bureaucratic.

Understanding Bureaucracies. Bureaucracies regard themselves as permanent and the Leader as temporary, with a default setting to advise against transformative action. They deal in process, which can become the end itself, extinguishing creativity and innovation.

Curbing Bureaucracy. The Leader must curb the bureaucracy's natural inclination to be bureaucratic by obtaining outside advice, ensuring leadership grip, and directing the system. This involves making the process genius of the bureaucracy as efficient as possible.

Cultivating Public Service. The Leader should cultivate the bureaucracy's public-spirited impulse by energizing it with clarity of direction and purpose. This involves making the system adjust and reorient, rewarding improvements in process that aid improvements in substance.

7. Delivery Is Everything: Efficacy Secures Democracy

The challenge of democracy today is efficacy.

Efficacy as the Test. The challenge of democracy today is efficacy, and even a democracy with a wonderful record on transparency won’t trump a lousy record on delivery. In a developing nation, delivery can be the difference between life and death.

Addressing Instability. The root cause of instability in Western democracies is a failure to deliver. This is why populism is on the march, and if conventional democratic politics doesn’t seem to work, the person promising the biggest shake-up succeeds.

The Strongman Model. "Strongman" government, most times, doesn’t work because bad decisions result where there are no checks and balances on the exercise of power. The answer is not necessarily democracy, but at least a system efficacious enough to permit challenge.

8. Strategy Is Supreme: Align Tactics with Long-Term Goals

Without it, there is no leadership.

The Essence of Strategy. Strategy is about keeping the day-to-day aligned with the year-to-year, ensuring that political necessities do not collide with the strategic objectives of the government. It is an attitude, a state of mind, that sends a warning sign to the Leader whenever a decision is tactically right but strategically wrong.

Tactics vs. Strategy. Tactics are important for delivering the plan, but if the retreat is on a signal part of the legislation or the assuaging undermines the purpose of legislating, then don’t do it. The confusion of tactics and strategy is one of the principal reasons why Leaders fail.

Adapting Strategy. While the strategy should remain fixed, there are exceptions when external events change the foundational facts. In such cases, strategy should be amended, but the basic principle of strategic coherence should not be discarded.

9. Be a Change-Maker: Reform Systems for Lasting Impact

So, if you as a Leader are not a change-maker in such a world, it is you who are likely to be changed.

The Duty of Change. In the circumstances of today, change, usually by way of reform, is almost akin to a duty. However, it’s also the hardest thing to do, as everyone nods in agreement when you talk about reform in principle, but they just think it should apply to someone else.

The Process of Reform. When you first propose a reform, people tell you it’s a bad idea; when you’re doing it, it’s hell; and after you have done it, you wish you’d done more of it. To win converts, communicate the reform in language and terms the public will relate to.

Self-Sustaining Reforms. The best reforms are those which become self-sustaining, injecting an agent of change into the system which has its own momentum independent of government oversight. Governments are not great engines of innovation, so reforms should empower those affected to take charge.

10. Keep People Safe: Security Is the First Duty

But the first thing you want to know is that it’s going to try to keep you and your family safe.

Prioritizing Security. The first duty of government is to keep the people safe, whether from big macro security threats or everyday criminality. If people don’t feel safe, nothing else in their lives is going to compensate for the absence of basic security.

Addressing Threats. Against large threats emanating from groups with links across the world, governments need systems of security in place which require intelligence-gathering, surveillance, precision weaponry, and strong command and control centers. For law and order, governments need to tackle the challenge of criminality and create a culture of zero tolerance.

Maintaining Discipline. Law enforcement agencies need to behave and have the discipline that, even when provoked, they don’t mirror the conduct of the people they’re fighting. It is crucial to maintain iron discipline and ensure that commanders understand that trying to bring local communities onside is a vital component of a strategy for success.

11. Embrace Technology: Reimagine the State for the 21st Century

The new answer lies in embracing fully the potential of technology to transform.

The Technological Revolution. We are living through a twenty-first-century technological revolution that is transforming the way we work, live, and interact with each other. This revolution offers the opportunity to solve problems to which there are presently no solutions.

Transforming Public Services. The new answer lies in embracing fully the potential of technology to transform. This involves reimagining the state, from healthcare to education to criminal justice, and using technology to improve efficiency and outcomes.

Global Solutions. The twenty-first-century technological revolution isn’t AN issue, it is THE issue of our times. It should DOMINATE the political debate, not be an interesting sidebar to the “first order” daily living issues.

12. Leave with Grace: Protect Your Legacy, Serve Beyond Power

Protect your legacy, because, if you don’t, no one else will.

The Challenge of Leaving. There is no perfect time to leave, and democratically elected Leaders can leave because they have found something better to do. However, it is important to recognize that you may be obliged to leave power when you sincerely believe you shouldn’t.

Succession Planning. Leaders should pay attention to succession planning, even if they find that, when the moment comes, the power to affect it disintegrates. It is vital to try to make sure that the future is in safe hands, but be realistic about who will take over.

Preserving Grace. If you do manage to leave with a certain amount of grace, preserve it in the political afterlife. This involves answering criticism and making your case, but also avoiding intrigue and deliberate undermining of your successor.

Last updated: February 27, 2025