Column
Culture
Football
Humility
Sport
4 min read

We're pretty useless really

We all fail. Not just Southgate, Biden and Sunak.

George is a visiting fellow at the London School of Economics and an Anglican priest.

A dejected looking football manager ponders his feet while standing beside a pitch.
Southgate contemplates.

The Book of Heroic Failures, published by Stephen Pile in 1979, records a story of the Welsh Dean of St Asaph, Daniel Price, in the late 17th century. Contemporary biographer John Aubrey noted that Price was a “mighty Pontificall proud man.” 

So proud that he declined to parade on foot outside his cathedral, but rather rode a mare in full vestments, reading from the Book of Common Prayer. Aubrey with precise economy describes what happened next: “A stallion happened to break loose, and smelled the mare, and ran and leapt her, and held the reverend dean all the time so hard in his embraces, that he could not get off till the horse had done his business.” 

Unsurprisingly, Aubrey records that the good Dean “would never ride in procession afterwards.” He had clearly learned a lesson in humility. And one that would not have been taught had his ride passed with pompous dignity. 

A question arises, pertinent for events today, as to whether we learn more from the indignity of failure than from the fruits of success. I’d like to suggest that we do, especially about the nature of our human condition. 

Humans are pretty useless really and our default position is error and falling short.

No one doubts that had England won the European Football Championship it would have been the crowning adornment to manager Gareth Southgate’s career. England failed to do that, though we failed less than any other team (Spain doesn’t count because they didn’t fail at all). Now that Southgate has resigned and has time to reflect at leisure, perhaps he will learn at least as much and possibly very much more about himself than if he had raised the trophy. 

US president Joe Biden would have had an altogether greater reckoning to face if he lost the election to Donald Trump than if he won it. Now he’s quit the race, arguably he has much more to learn from reflecting on his life and achievements. The Conservative Party has many lessons to learn about its 14 years in power from its abject defeat at the polls. Indeed, many parliamentary Tories believe that defeat was a requisite event for its reformation to proceed. 

None of this is to suggest that failure of itself is a virtue. Nor is it just a morality tale that enjoins us to meet triumph and disaster and “treat those two impostors just the same”. A failed marriage, or failing health, or moral failures of a wider variety, cause destructive pain and trauma. 

But it is to acknowledge that failure is part of the natural human condition. We’re in the territory of a flawed, fallen humanity here, one that theologians call postlapsarian, that is fallen from an ideal of perfection as dramatically portrayed in the Garden of Eden. Humans are pretty useless really and our default position is error and falling short. 

Loss of innocence, injustice and failure meet in unholy alliance at Golgotha.

This isn’t, or should not be, depressing. At least not for people of faith, because it reflects the nature of humanity. Failure, if you will, is a gift of God in a fallen creation. We learn more from our failures than our successes, which is either a biological determinism in evolution or a means through which we strive for a new perfection. There’s a version of that they may be reciting to the England football team right now. 

Christian faith sometimes concentrates too often on triumph over death and the idea of a heavenly kingdom where all is well, at the expense of recognising the reality of our world in which most things are very far indeed from well.  

We might recognise it in a congregational tendency to skip over Good Friday to Easter morning. If we do so, we neglect to notice what an abject failure the insurgent Jesus movement was on its short journey of break-up from Jerusalem to Calvary. It, literally, dies. 

Yes, we know what happens next. Or do we? The first witnesses to it certainly struggle to explain it in a manner that we might comprehend. But, in any event, loss of innocence, injustice and failure meet in unholy alliance at Golgotha. 

The theologian John Macquarrie asks what happens if we feel compelled to draw the bottom line under the cross: “Would that destroy the whole fabric of faith in Christ? I do not think so, for the two great distinctive Christian affirmations would remain untouched – God is love, and God is revealed in Jesus Christ. These two affirmations would stand even if there were no mysteries beyond Calvary.” 

No, our story doesn’t end there. But we can acknowledge that this is where we live in this world, at the foot of that cross. As the 17th-century French philosopher Blaise Pascal put it, the Christ “will be in agony until the end of the world.” 

Let’s not be too miserable, because we do have the “mysteries beyond Calvary”. And let’s celebrate our earthly successes. But let’s also learn to embrace our failures and receive them as a gift, from football to politics. 

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.