The Longevity Of Leadership: Jean Charest On Purpose At Every Stage

Forbes

28-04-2025

Stephanie Ricci contributed to this story.
In an era defined by disruption, Jean Charest has a more enduring goal: to stay engaged, stay sharp, and continue serving.
'I'm going to continue to work until I'm 80,' the former Premier of Quebec tells me. 'We live longer, better, and we're more experienced. I want to make a contribution.'
As Canadians head to the polls today to elect a Prime Minister, questions about leadership, vision, and long-term decision-making are top of mind. Jean Charest—former Premier of Quebec and a long-standing figure in Canadian public life — offers insights that feel especially relevant at this moment of reflection.
Charest made history at 28 as Canada's youngest cabinet minister, serving as the Minister of State for Youth. His career includes roles as Deputy Prime Minister of Canada in 1993 and Premier of Quebec from 2003 to 2012. Currently, he works as a partner and strategic advisor at the law firm Therrien Couture Joli-Coeur. ​
'I always saw politics as a way of being part of something, of helping, of doing something fulfilling and something that would make my life significant,' he says.
Throughout his career, Charest's focus has consistently been on leadership, the kind that draws out the best in others and remains relevant regardless of age.​
Charest knows what it means to lead in a room full of strong personalities — and to do so fluently in two languages and two political cultures. His experience straddles both federal cabinet roles in Ottawa and the premiership of Quebec, offering a rare dual lens on governance in Canada. Some of his most revealing insights come not from campaign trails or crisis rooms, but from the quiet power dynamics of the cabinet table.
'They have big egos, and they have personalities and that's what you are going to be dealing with in any circumstance,' he says of cabinet ministers.
'Your job is to bring to this group some cohesion, because behind everything in politics, to get things done requires collective decision-making. You do nothing alone, and it can only get done if, as a group you are ready to move together, work together, share a common vision. And the role of the Premier is also to create an environment where every one of those individuals are at their best that you can draw from them the best that they have.'
And still, the art of leadership also requires nuance — knowing when to intervene and when to interpret subtle cues from your team.
'If they disagree, they won't say, 'Sir, that's stupid.' They'll say, 'That's an interesting idea, maybe we should study it more closely.' If you pay attention, you'll understand what they're really saying. And a good leader has that exchange.
For Charest, staying sharp means being constantly challenged.
'I read a lot of media. I work with interns. I give panels. And every time I speak, I ask myself, is what I'm saying relevant to them?'
He values intergenerational dialogue and reverse mentorship, hosting interns from Université de Sherbrooke's master's program in international law and politics.
'I find that to be very stimulating,' he says. 'I give presentations or sit on panels, and every time, I'm challenged to offer commentary that is relevant. How do you remain relevant with purpose?'
Such curiosity must be intentional and grounded in humility. For leaders to remain impactful, they must continually challenge themselves to ensure their ideas resonate beyond the walls of their immediate circles.
Charest views decision-making as a collaborative effort, rejecting the notion of a solitary leader making unilateral decisions.​
'When you're Premier, you sit down with your Secretary General before every Cabinet meeting. You sort issues into three categories: consensus decisions, rubber-stamps, and — the hard ones,' he says. 'If a file lands on your desk, there is no good answer. That's why it's there.'
Contrary to public perception, strong leaders don't silence disagreements; they welcome them.​
He rejects the concept of disposable leadership, stressing instead the crucial role political parties play in shaping a vision that outlasts any single term in office.
'A political party is an institution for which the leader is a fiduciary. And if you understand what the party's role is, your job is to nourish [it]. The party's vision of the future is longer than that of an elected government that has a drop-dead date,' he says.
This long-term perspective was evident in 1993 when Charest became one of only two Progressive Conservative MPs remaining in Parliament after a significant defeat.
'Here I am, 34. The parties reduced to two members were completely discredited. We had 10 million in debt. It's like being in charge of a train wreck. And I'm offered the job of leader,' he recalls.
'Had I known what I was getting into, maybe I would not have done it, but there are things we do in our lives at certain moments where we're a bit oblivious to what the real consequences are. And that's what makes our lives what they are. And we do get through it.'
Charest maintains a global yet grounded perspective. He has engaged in international negotiations, including for mining clients in Senegal and Madagascar. He is also known for initiating negotiations for the Canada-European Union Comprehensive Economic Trade Agreement (CETA).
And he's wary of how politics is evolving on both sides of the North American border.
'There is often mimicking in Canada the American political system without giving it a lot of thought.' he says, pointing to the growing partisan divide and potential pressure to politicize the Supreme Court. 'Let's not go there.'
He urges a reflection on national identity and purpose, especially in a time of shifting alliances and global instability.
'Maybe it's time we ask ourselves: who are we? What are our values? What do we want to accomplish in the world?' he prompts.
'This may be a moment where Canada's really going to have to question itself and say: who are we? What are our values? What are our core interests? And how do we live in this new world where the United States does not automatically have our back every time something happens?' he prompts.
'I think it will force us to have a very hard look at ourselves and what we want to accomplish in the country and in the world,' says Charest.
Perhaps Charest's most striking quality is his presence—a clear-eyed focus on the present as he reflects on a career that has spanned decades.
'I'm not in the category of people who spend their time looking over others' shoulders, wanting to be somewhere else,' he says. 'I want to be where I am now, and that's what I found fulfilling about being in politics and the opportunity to change.'
That might be the ultimate takeaway for leaders navigating turbulent times. In an era often characterized by cynicism, Charest offers a perspective rooted in conviction: don't chase legacy, lead with presence, listen, and understand the nuances beneath the surface.