Review
Culture
Film & TV
Romance
4 min read

Growing up with no hard feelings

Jennifer Lawrence’s latest eyebrow-raising romcom brings the sexual-awakening story back from the 90s movie graveyard. Lauren Windle explores what it really means to grow up.

Lauren Windle is an author, journalist, presenter and public speaker.

A young couple sit next to each other on a beach sharing a towel.
Andrew Barth Feldman and Jennifer Lawrence.
Sony Pictures.

I hate to sound like your moany Uncle Raymond, but they just don’t make romcoms like they used to. The likes of 10 Things I Hate About You, Clueless and She’s All That have never been replicated in recent times and attempts to recreate the 90s nostalgia have always fallen flat on their face.  

It’s for this reason, I was excited when I saw No Hard Feelings hit the cinemas. The latest Jennifer Lawrence movie was pitched as a hilarious coming-of-age tale for the modern era. The story sees strapped-for-cash millennial Maddie (Jennifer Lawrence) hired by the parents of an introverted gen-z lad Percy (Andrew Barth Feldman), to help him into blossom into maturity – via the medium of sex. The meddling helicopter mum and dad were concerned their talented 19-year-old was more interested in computer games than socialising and fornication. 

The film is silly. If you’re reading this to establish whether you should go and see it, I would say sure – if you want a low-emotional-investment flick that you’ll watch once but not twice. But the question it raised for me was: How do we know when we’ve grown up?  

I felt I was most grown-up when tackling things alone. I wanted to be open to all experiences on the spectrum of sensible to reckless. 

If the initial premise of the film is anything to go by, growing up means embracing partying, reckless behaviour, drinking and losing your virginity. This is, probably word for word, how 14-year-old me would have described maturity. In my adolescence, I believed that increased maturity meant more independence. I felt I was most grown-up when tackling things alone. I wanted to be open to all experiences on the spectrum of sensible to reckless. I formed opinions hastily and defended them resolutely. I was desperate to be trusted and to be “my own person”. My parents were a humiliating presence in my life who crowded my decisions with their own, old-fashioned logic. From my perspective; the less they were allowed influence, the better. To me, being an adult involved doing “adult things”, those that came with a legal minimum age requirement.  

This is the kind of “maturing” that Percy is encouraged to do in the film. Maddie orders him a strong alcoholic drink, attempts to lure him into casual sex and persuades him to skinny dip. She instructs him to consider himself an adult and to distance himself from his parents (in fairness they did have a tracker on the 19-year-old’s phone and had hired a woman to take his virginity, so she probably wasn’t wrong in this instance). By all accounts, it seemed Maddie considered maturity to involve the same things as I did at age 14. 

But I’ve come to realise that these milestones are often just touchpoints in a maturing process that is entirely circular. Stay with me on this one; ideally, we start life reliant on those who care for us, ensuring we eat well and get enough sleep, we spend time developing and learning, backing away from things that are likely to cause us pain. Then many of us ‘grow-up' and break free from those who raised us. We are no longer so careful about what we eat or how long we sleep, we begrudgingly continue learning or some shun education altogether. We are enticed by things which may or may not provide a short-term amusement but will definitely harm us in the long term. But the loop closes up.  

We come to the realisation that true maturity is acknowledging that life is designed to be lived in community, reliant on those around us. 

As we move away from the excitement and poorly judged choices we associated with maturity, we realise that we do, in fact, want to spend time with those who care and cared for us. We seek their wise counsel rather than avoiding it. We come to the realisation that true maturity is acknowledging that life is designed to be lived in community, reliant on those around us. And most crucially – asking for help isn’t childish but the most mature thing of all. 

We start to want to care for our bodies. The idea of a hangover is repulsive and to be avoided at all costs, rather than a necessary penance for a fun night with friends. We want to invest in our growth and development in all the ways; emotional, mental, academic and spiritual. We start to self-impose the restrictions that we railed against in our youth. The idea of a 10pm bedtime is absolute bliss and events that start at 9pm are abhorrent. 

By Maddie’s metrics, I grew up at 15, but by mine, I was 25. It wasn’t until then that I started asking myself questions about the person I wanted to be – not the one I thought others wanted of me. This is when I walked into a church and when I decided that really understanding what I believed was important. It’s also when I started letting thoughtful people speak into my life rather than being convinced that I knew better. 

Despite being a decade on from that period of inviting in development and support, I still can’t be certain I’m done growing up, but I wonder if acknowledging that truth is its own form of maturity. From time to time, I get behind the wheel of a car from time to time and think: “Does anyone know I’m doing this unsupervised?” And when I babysit young children, I half expect a real grown up to come over and relieve me of the responsibility, telling me I’ve done a good job but they’ll take it from here. I asked a woman in her 70s when she finally knew she was an adult, she replied:  

“I don’t know if anyone truly considers themselves grown up.” 

The film perfectly illustrates our rush to mature, our societies’ obsession with collecting milestones and experiences and our warped idea of what adulthood should look like. But when I reflect on the maturing process, all I can conclude is that the more we grow in childlike awe, wonder and accepting of our limitations – the more mature we become. 

Review
Books
Culture
Leading
Politics
5 min read

Blair’s revelatory sermon to Starmer

What can the former Prime Minister teach about leadership?

Krish is a social entrepreneur partnering across civil society, faith communities, government and philanthropy. He founded The Sanctuary Foundation.

Tony Blair rests on the edge of a desk.
Tony Blair at rest.

The 1990s are enjoying a revival—from the return of baggy jeans and bucket hats to the reunion of Oasis, and, perhaps most significantly, a Labour government in power once again. Unlike the fervent optimism of 1997, when Tony Blair swept to victory with D: ream’s hit song Things Can Only Get Better as an anthem, today’s Labour government faces criticism for a perceived lack of vision. Luckily, Tony Blair has just released his new book: On Leadership—perhaps a timely read for the current Prime Minister. 

Blair's leadership credentials are, at one level at least, pretty impressive: he won three consecutive elections and was the first Labour Prime Minister to do so. His achievements include playing a crucial role in the Northern Ireland Peace Process, reducing NHS wait times, and making a substantial investment in public services. Blair also took a courageous stance with U.S. President Bill Clinton by intervening in the Kosovo conflict against the advice of the UN.  He remains however indelibly associated with the controversial 2003 invasion of Iraq that resulted in the deaths of 179 British personnel, and hundreds of thousands of Iraqi civilians.  

In this climate of scepticism toward political leaders, Blair's reflections on leadership invite critical questions: Who is this book for? Where is the vision? And even, intriguingly, do we now 'do God'? 

Who's it for? 

Blair’s book is not a typical guide to general leadership principles; rather, it’s an insider’s view on leading a country. For the average reader, it’s like overhearing a high-level seminar on statecraft—a glimpse into the “room where it happens.”  

Maybe there’s a bit of an audience reality check going on in the same way that a TV documentary on what-it’s-really-like-to-be-the-England-football-manager might deliver. Many football fans are happy to shout at our televisions when most have not got even the remotest clue of the challenges and pressures national coaches are under. So perhaps if Blair can tell us how hard it is to handle the myriads of competing challenges as the leader of a nation, readers might better understand the weight of leadership and approach politics – and politicians -with greater humility. 

One of the most helpful reflections the book offers was Blair’s self-analysis on three stages of leadership. The first is the new leader listening eagerly; the second comes when they think they know everything, and finally, there’s a third stage of maturity when “once again, with more humility, they listen and learn”.  He argues that his book’s purpose is to shorten the learning curve and get leaders to the third stage more quickly. 
This a noble cause, but there are times when this book feels like a sermon preached by a slightly unscrupulous vicar, in a church where everyone knows there’s only one person the preacher has in mind. This can make everyone else feel they are there just to fill up the pews so that the message gets delivered. For Blair, his message and his book seem to be very much for Sir Keir Starmer; a plea to him to listen and learn from others.  

Where’s the vision? 

Blair encourages leaders to make a meaningful impact with their time in office. Recalling a conversation with Shimon Peres, he writes, “Do you want to be in the history books or the visitors’ book?” For Blair, leadership is about pushing boundaries, meeting resistance with persistence, and making difficult choices when others hesitate. He writes, “If you, as a leader, are not a changemaker in this world, it is you who will be changed.” His words on taking risks and demonstrating resilience are certainly inspiring. However, he often focuses on how to lead effectively, with limited exploration of what motivates us to seek positions of leadership in the first place — a disappointing missing focus on moral purpose. 

This emphasis on strategy over ideology is evident in chapter titles: The Supreme Importance of Strategy versus The Plague of Ideology. Blair is critical of rigid ideologies, advocating instead for flexibility and pragmatism. He contrasts ideological rigidity with a more agile and pragmatic approach, which could sound like its own simply going-with-the-flow ideology, - a situational ethical approach. This feels very different to the Tony Blair that took on the United Nations over the Serbian genocide in Kosovo. He appeared to take a moral stance driven by a commitment to human rights rather than going with a more pragmatic laissez-faire solution. Blair’s emphasis on pragmatism, while useful, may leave readers wanting more on the values that shape a visionary leader. 

Blair includes a joke, a very good one, that feels accidentally pertinent: some people die and the Devil appears and asks them, before they settle for Heaven, to take a look at Hell, because it’s not as bad as they’ve heard. When they see the “drinking and debauchery” in Hell, they ask to be damned. But then they wake up in the real Hell – “cold, miserable and horrible” – and demand to know why it looks nothing like what the Devil showed them. “Ah well,” says the Devil, “back then I was campaigning.” 

He meant it as a joke, but the lack of moral clarity in the book made me feel he was sharing more than he intended about the state of political leadership right now. Perhaps sharing to many more than just those he wrote this sermon for. It certainly encapsulates the growing chasm between political promises and reality, as well as illustrating the reason why many people feel disdain, distrust and disappointment in all politicians who say whatever they need to say to get elected.  

Are we doing God now? 

Famously, when asked about his faith while Prime Minister, Blair was interrupted by his press secretary, Alastair Campbell, who declared, “We don’t do God.” Yet in this book, Blair invokes Moses as an example of leadership under difficult circumstances: “Never underestimate the degree to which people crave leadership. Back to Moses again. The Israelites simultaneously hated and craved his leadership. If you remember, they reached the promised land (though, yes, I know, he didn't).” 

Blair sees in Moses a leader who maintained strength and conviction, even in the face of public criticism—a relatable comparison for politicians navigating the pressures of modern social media. Whether or not Blair is “doing God” in this book, he draws inspiration from Moses as a model of resilience and substance, inviting readers to consider leadership as a balance between staying grounded in one’s values and withstanding external pressure. 

In the end, On Leadership is a reflective, sometimes provocative take on leading a nation, full of insights that swing from the practical to the idealistic. But it also raises important questions about the ultimate purpose of leadership and the need for a clear moral compass. For a public that remains sceptical of political motives, Blair’s leadership lessons may provide timely, if imperfect, revelation.