Leading By Example

Company culture is NOT words on a wall. It’s how people feel on a Sunday night. If your team spends Sundays dreading Mondays, it’s not “just how work is.” It’s a cry for help. Culture isn’t about snacks or meditation apps. It’s how people feel—when they’re off the clock. So, how do you create a culture where people want to show up on Monday? Here are 5 game-changers: 1/ Build Trust ↳ Show transparency in decision-making. ↳ Create a safe space for ideas—no fear, no judgment. ↳ Trust starts with leaders; it’s earned, not demanded. 2/ Show Appreciation ↳ Celebrate small wins as much as big ones. ↳ Say “thank you”—it costs nothing but means everything. ↳ Be specific: “Your effort on [task] made a huge difference.” 3/ Encourage Rest ↳ Lead by example—don’t email at midnight. ↳ Promote breaks, PTO, and unplugging after hours. ↳ Productivity thrives when people are rested, not burnt out. 4/ Communicate Clearly ↳ Give feedback that builds, not breaks. ↳ Set realistic goals, timelines, and expectations. ↳ Clarity in communication removes fear of the unknown. 5/ Lead by Example ↳ If you want work-life harmony, live it. ↳ Culture isn’t what you say—it’s what you do. ↳ Share your own struggles and how you manage. 👉 Culture thrives when leaders set the tone. If you fix how people feel about coming to work? Mondays will take care of themselves. P.S. Repost this to inspire your network! ➡️ Follow Shulin Lee, for more.

Leaders need to have reserves of resilience to deal with crises as they arise. If as a leader you are depleted and running on empty when a crisis occurs, it's very hard to operate at your best. The world got a lesson in the value of supply chains and the consequences of what happens when they break down during the pandemic. But for supply chains to be always on, the people who run them can’t be. And that goes for all of us, even if we don't work in supply chains!   Here is some advice I shared with supply chain leaders at the Association for Supply Chain Management (ASCM)'s Connect 2024 conference. ➡️  Most important: You have to put on your own oxygen mask first. Too many leaders still buy into the misguided notion that urgent or chaotic times require them to be in constant motion and always on, or that they somehow have to match the frenetic pace of the moment. In fact, the opposite is true. Because it is judgment that we need from leaders in moments of crisis, not just stamina. So it starts with prioritizing well-being for yourself, and being a role model for well-being to give others the permission to do the same. ➡️ Technology is a double-edged sword: Technology accelerates burnout when we try to be always on. What's funny is how much better care we take of our technology than ourselves. But unlike machines, humans have to unplug to recharge. In the human operating system, downtime is a feature, not a bug. ➡️ The qualities that define a successful leader: Empathy, being able to listen, being open to new voices. Not just being a broadcaster all the time, but being a receiver as well. It first requires not constantly being in fight-or-flight mode. We can’t be open to others and their creativity and innovation when we’re marinating in stress hormones and just trying to get through the day or through the next hour. ➡️ To create a Thriving Culture: Communication is key! One of our core values at Thrive is Compassionate Directness, which empowers team members to surface feedback or any problems and challenges they’re having in real time. That allows not only team members to course-correct and grow, but the company as well. In any company, and certainly in supply chains, there are obstacles to growing the bottom line. There are challenges with engagement and innovation. Wouldn’t you want to know those sooner rather than later? Knowing them — and getting to work in solving them — in real time as they arise has huge benefits to all the metrics that go into the bottom line. ➡️ And finally: Well-being needs to be embedded into the fabric of company culture and into the workflow. A company is only as resilient as its people so an investment in the healthy future of your employees is an investment in the future of your company. To build resilience into your industry, you have to build it into your people.

Some case studies in leadership stay with you long after you’ve read them because beyond showcasing strategy, they reveal character. When the aviation industry came to a standstill after 9/11, most airlines responded with layoffs and cost-cutting. Southwest Airlines chose a different path. They kept every single employee on their payroll. They even provided profit-sharing. At a time when panic could have dictated decisions, they leaned into trust. They treated everyone: from cabin crew to ground staff to stranded passengers as essential to the recovery. That choice wasn’t just an act of kindness. It was leadership in its truest sense. Because leadership is tested not when things are easy, but when storms hit. It’s about reminding people that they matter, that they belong, and that they are trusted to help steer the ship through turbulence. The result? Loyalty deepened. Morale strengthened. And the company emerged more resilient than ever. Southwest’s story is a reminder: leadership is not simply about managing through crisis; it’s about choosing humanity when it would be easier not to.

As part of the Oliver Wyman Forum’s Leadership Reimagined series, I had a fascinating conversation with David Schwimmer and Rupal Sachdev Kantaria earlier this week on driving organisational transformation in times of constant disruption. We spoke about the need to balance growth and efficiency as firms navigate the shifts in technology, geopolitics, trade and climate – by revamping supply chains, leveraging the potential of GenAI, modernising workforce strategies, and balancing competing internal and external priorities. My top three takeaways from our discussion on how businesses can tap into the promise that lies within today’s uncertainty and volatility 👉 💡 Leaders need to define a business strategy that endures, while constantly monitoring and adapting to ensure it stays fit for the changing context. At the same time, multi-market companies need to give local teams the flexibility to implement the global strategy rapidly in ways best suited to their context. 💡 Change and adaptability need to be embedded in a firm’s culture, and the culture needs to be embedded via processes and systems. While a lot of Transformation related narrative is focussed on the ‘what’ and the ‘how’; clearly articulating the ‘why’ around the organisation’s strategic priorities and transformation journey is critical for creating excitement, sustaining energy, and preventing change fatigue. 💡 Transitioning from legacy systems to adopting emerging technologies is not just about deploying more tools and pilots, but taking a focused use-case based approach and pro-actively addressing the leadership, skills and culture challenge that defines the success for this shift. Thanks Rupal and Oliver Wyman Forum for inviting me….  

I’ve said this before, and I’ll say it again: If you lead people, you should be mentoring people. Not just new hires. Not just people who ask. Not just the ones who remind you of yourself. Because mentorship isn’t about giving advice. It’s how we build the next layer of leadership, before we need it. It’s how knowledge gets passed down. It’s about creating opportunity. It’s how teams get stronger. If you’re in a leadership role, ask yourself: ❓ Who’s learning from you right now? ❓ Who’s getting access because of you? ❓ Who will be ready when it’s their turn? Because if no one is, you’re not leading as fully as you could be.

Mentorship is misunderstood. Let’s fix that. We’ve glamorized the idea of finding one perfect mentor, someone with all the answers who holds the keys to your success.    Spoiler: They don’t exist. And honestly, that’s not the point. Real mentorship isn’t one-size-fits-all or one-directional. It’s a mosaic built from people who challenge you, champion you, and model what leadership looks like in action. But here’s the twist: The true power of mentorship isn’t just in receiving it. It’s in paying it forward. When leaders embrace mentoring as a core part of how they operate, not just something “nice-to-have,” it becomes a force multiplier: ✅ It fast-tracks learning and decision-making. ✅ It builds confidence and capability at every level. ✅ And it turns knowledge into culture, so it doesn’t walk out the door when someone leaves. Your legacy as a leader isn’t just what you build. It’s who you build up along the way.                                 ✨ The most valuable mentorship doesn’t always come from the top down. It happens in moments of guidance, clarity, and care—when you help someone else feel seen, capable, and ready. Let’s stop chasing the perfect mentor. Let’s start becoming one.  #Mentorship #Leadership #CareerGrowth #PayItForward #PeopleFirst #LeadershipInAction #CorporateCulture

Most leaders think recognition is a bonus. Something you give when performance is exceptional. A "nice to have" when there's time. But here's the truth: People don't burn out because the work is hard. They burn out because they feel invisible. They stay late. They deliver. They exceed expectations. And no one notices. No acknowledgment. No appreciation. No recognition. Just more work. And eventually, they stop trying. Not because they're lazy. But because effort without appreciation is exhausting. If you're leading a team right now, ask yourself: When was the last time you told someone they mattered? Not in a performance review. Not in a company-wide email. But directly. Specifically. Genuinely. Because the best leaders don't just demand excellence. They recognize it. And the people who feel seen will always outperform the people who feel used.

𝐁𝐞𝐠𝐢𝐧𝐧𝐢𝐧𝐠𝐬 𝐝𝐞𝐩𝐞𝐧𝐝 𝐨𝐧 𝐞𝐧𝐝𝐢𝐧𝐠𝐬. It’s a new job, a reorganization, or a shift in strategy, We all have to agree that change seems to be the only constant in our professional lives. But while many of us focus on the excitement and potential of new beginnings, there’s an often-overlooked aspect that can make or break a successful transition: ➡️ ENDINGS. According to William Bridges in his book “Managing Transitions”, every new beginning actually starts with an ending. Before we can fully embrace a new way of doing things, we must first let go of the old. This concept might seem counterintuitive, but it’s a critical step in the transition process that too many organizations and individuals ignore. 𝐋𝐞𝐭 𝐢𝐭 𝐠𝐨… When change happens, it’s easy to rush into the new without considering what we’re leaving behind. However, failing to address the ending of the old way can lead to resistance, confusion, and even failure. People need time and support to let go of familiar routines, roles, and relationships that have shaped their professional identities. For example, consider a team that’s being restructured. While the new structure may promise greater efficiency and innovation, the team members are likely to feel a sense of loss for the old way of working. They might miss the camaraderie they had with former colleagues, the sense of mastery in their previous roles, or the clarity of well-established processes. If these losses aren’t acknowledged, the team may struggle to adapt to the new structure, resulting in decreased morale and productivity. As leaders, it’s our responsibility to recognize and validate these feelings of loss. This doesn’t mean dwelling on the negatives, but rather showing empathy and understanding for what people are experiencing. Simple actions like acknowledging the impact of the change, allowing space for people to express their feelings, and providing clear communication about what’s ending and why can make a significant difference. It’s only when people have fully let go of the past that they can embrace the future with open minds and hearts. This approach doesn’t just apply to major organizational changes but also to personal transitions, like moving to a new role or adapting to new technologies. The next time you’re leading a change, remember that the first step towards a successful new beginning is to manage the ending well. After all, “Beginnings depend on endings.” 𝐑𝐞𝐟𝐥𝐞𝐜𝐭𝐢𝐨𝐧: How do you manage endings in your transitions? Have you seen the impact of acknowledging losses in your workplace? #managingtransition #thepositivearena Reference: Managing Transitions by William Bridges

“Another Boeing plane has crashed…” That headline didn’t just inform the world. It shook it. Airlines grounded fleets. Passengers canceled bookings. Families waited in grief. And in those painful moments, everyone turned to Boeing — waiting for reassurance, compassion, and clarity. But what they received instead was silence, technical statements, and corporate coldness. ⸻ 💬 The Dialogue That Never Happened Imagine if Boeing’s CEO had stood before the world and said: 👉 “We are devastated by this tragedy. Our deepest condolences go to the families who lost their loved ones. We take full responsibility to uncover the truth, fix it, and make sure this never happens again. Every passenger’s life matters. We will not rest until trust is restored.” Instead, the company issued vague technical explanations about “software updates” and “pilot procedures.” The difference? One statement speaks to the heart. The other hides behind jargon. 📉 The Fallout of Silence Boeing didn’t just lose billions in market value. They lost something far more precious: trust. • Passengers felt unsafe. • Governments demanded groundings. • Airlines questioned contracts. • Employees lost pride. A global brand that once symbolized safety became a symbol of fear. And the leadership lesson? 👉 In crisis, your communication is your reputation. ⸻ When tragedy strikes, the human brain looks for three things immediately: 1. Reassurance (Pathos): “Do you see my pain? Do you care?” 2. Clarity (Logos): “What exactly happened? Am I safe?” 3. Responsibility (Ethos): “Can I trust you to fix this?” ⸻ Here’s a 3-step Crisis Communication Framework every CEO must remember: 1. Acknowledge Emotion (Pathos): • Show empathy immediately. • Example: “We are heartbroken by this tragedy. Lives were lost. Families are grieving.” 2. Share Facts Clearly (Logos): • State what you know, what you don’t know, and what you’re investigating. • Example: “The incident involves [details]. Investigations are ongoing. Safety checks are underway globally.” 3. Commit to Responsibility (Ethos): • Show accountability and promise change. • Example: “We take full responsibility. Here’s how we are fixing it: [specific steps].” ⸻ ✅ Do’s & ❌ Don’ts of Crisis Communication ✅ Do’s • Respond quickly. Speed signals responsibility. • Lead with humanity. Speak to emotions first, facts second. • Be transparent. Say what you know and admit what you don’t. • Take responsibility. Even partial acknowledgment builds trust. • Be consistent. Updates must be regular, not one-time. ❌ Don’ts • Stay silent. Silence is filled with rumors. • Use jargon. “Software anomaly” means nothing to grieving families. • Deflect blame. Saying “pilot error” erodes credibility. • Downplay loss. Even one life lost must be honored. • Overpromise. “It will never happen again” sounds hollow if unproven. ⸻ 💡 The Bigger Leadership Lesson Crisis doesn’t just test your company. It tests your character.

Leaders Don’t Burn Out from Pressure, They Burn Out from Invisibility. A couple of weeks ago, I was talking to a leader. I asked him casually, “So, how’s it going? You just wrapped up your review!” He smiled and gave me the standard answers. Numbers? Met. Pipeline? Built. Challenges? Managed. On paper, he looked solid. Then I asked, “But do you feel seen?” Silence. A shift in the air. And then, almost under his breath: “Not really.” That struck me hard. I’ve heard the same line from leaders of all ages and roles. I’ve heard it from a 30-year-old manager trying to prove herself, from a builder in his 40s managing growth, and from a 50-year-old veteran keeping a division alive. They are different ages with different struggles, but they all share the same need. Every leader seeks recognition. But those who need it most often get it the least. We’ve created a myth that strong leaders don’t need acknowledgment. We think results should be enough reward. We believe that asking to be seen shows weakness. So, they don’t ask. When a rare compliment comes, they brush it off. “Just part of my job,” or “Anyone could have done it.” Meanwhile, the system operates differently. Reviews focus on what’s broken. Dashboards show red. Wins get a polite nod. It feels efficient, but it’s costly. Here’s the truth: Leaders don’t break under a heavy load. They break when no one notices they are carrying it. Burnout doesn’t happen overnight. It creeps in quietly. Energy drains. Motivation fades. The spark goes out. But recognition can bring it back. One sentence can change the atmosphere: “I saw what you did. And it mattered.” That’s enough to turn exhaustion into energy. It’s enough to remind a leader why they started. Recognition is not just fluff. It’s fuel. It’s not about ego; it’s about energy. And science supports this. Hogan’s research shows that recognition is one of the top values leaders score high on across generations. The challenge? Most workplaces lack the rituals to meet that need. But recognition alone isn’t enough. In my Hogan work, I see this pattern: Leaders who can’t identify what drives them or accept recognition when it comes tend to feel stuck. That’s why self-awareness is the most essential skill of this decade. Self-aware leaders don’t just wait to be seen. They know what energizes them and what drains them. They can ask for what they need without shame and offer recognition freely to others. So here’s the challenge. If you lead teams, notice who around you is carrying weight unseen. Will you notice them before it’s too late? If you lead yourself, pause. Identify what drives you, what drains you, and the recognition you resist. What you notice grows. What you ignore fades. Leaders don’t burn out because they can’t handle the pressure. They burn out because the pressure hides their contributions. Those who last learn to see themselves and to recognize others before the silence overwhelms them. #careershifts