Leading By Example

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 see it every single day: Teams losing their spark. Not because they aren’t capable, but because honesty has been shut down. When leaders discourage open communication, problems go unresolved, frustrations build, and the best talent walks out the door. It’s not just about fixing problems—it’s about creating an environment where people feel safe to speak up. If you're a leader, you need to foster transparency: - Encourage honest feedback. - Address concerns early before they grow. - Lead by example with openness and integrity. A strong team isn’t built on silence—it’s built on trust. How are you creating a culture of honesty in your workplace?

Accountability is one of the most important—and often overlooked—skills in leadership. It’s not about micromanaging or policing your team. It’s about setting people up for success. How? 🤷♀️ Through the three C's of clear expectations, challenging conversations and consistent follow-through. While we all want to believe people will naturally follow through on what they commit to, that doesn’t always happen. And when it doesn’t, too many leaders let it slide. But brushing these moments under the carpet doesn’t help anyone, all it does is erode accountability over time. So, what DO you do?? 1️⃣ Be crystal clear about expectations. Ambiguity is the enemy of accountability. If people don’t know exactly what’s expected of them, how can they deliver? Take the time to clarify actions and responsibilities WITH them, not for them. 2️⃣ Document commitments in 1:1 check-ins. Writing the actions down is REALLY important. It ensures nothing gets lost and sets a reference point for everyone involved. 3️⃣ Explain the 'why.' People are much more likely to follow through if they understand why their actions matter. How does their work contribute to the bigger picture? What’s at stake if it’s not done effectively and efficiently? 4️⃣ Anticipate and address barriers. Ask if there are any obstacles standing in the way of getting the job done. When you help remove these barriers, you’re building trust and giving people every chance to succeed. 5️⃣ Follow up at the agreed time. Don’t leave it to chance—check in when you said you would. Ideally, your team members will update you before you even have to ask. But if they don’t, don’t skip the scheduled follow-up. 6️⃣ Acknowledge effort or address gaps. If the action was completed, recognize the effort. If it wasn’t, outline the expectations for the role and provide specific feedback on what needs to improve. Be transparent about the implications of not meeting role requirements over time, ensuring the person understands both the consequences and the support available to help them succeed. (A lot of people need help to develop the skills to have this conversation!!) 7️⃣ Plan the next steps. Whether the task was completed or not, always end by agreeing on the next steps and setting clear timelines. If you need a lean/leadership coach to work on these areas and help increase accountability right across your organization, then get in touch! It's one of my specialties... 😉 _____________________________________________________ I'm Catherine- a Lean Business and Leadership Coach. I take a practical hands-on approach to helping teams and individuals achieve better results with less stress. Follow me for insights on lean, leadership and more.

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.

“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.

7 ways great leaders navigate after-hours work: (What your team really needs from you) Work-life balance doesn’t wait for a convenient time. It doesn’t care about deadlines, projects, or promotions. In those moments, leadership isn’t about rules. It’s about understanding. Here’s how great leaders approach after-hours work when it matters most: 1️⃣ Recognize the Nuance Blanket bans create resentment. Understanding creates balance. ➜ Acknowledge the complex relationship with technology. ➜ Be clear about expectations, not prohibitions. ➜ Focus on individual needs and roles. Flexible leaders create engaged teams. 2️⃣ Simplify Communication Over-communication fuels anxiety. Clarity reduces it. ➜ Define the preferred communication methods for after-hours. ➜ Eliminate unnecessary pings—when everything feels urgent, nothing is. ➜ Keep requests simple and direct—no jargon, no fluff. In after-hours, clarity is crucial. 3️⃣ Encourage Closure People don’t need constant connection. They need resolution. ➜ Be mindful of “window closing” tasks. ➜ Reassurance comes from completed tasks. ➜ Back up flexibility with respect for downtime. Productivity comes from balance, not burnout. 4️⃣ Strengthen Boundaries Teams don’t crumble. Habits do. ➜ Fix work habits, policies, and expectations. ➜ Give people the autonomy they need to disconnect. ➜ Protect personal time where possible. A weak understanding of boundaries won’t hold under pressure. 5️⃣ Model Healthy Habits Your actions become your team’s culture. ➜ Demonstrate healthy boundaries, even when busy. ➜ Make people feel valued, not just available. ➜ Create a supportive environment so downtime is respected. They’ll follow your lead. Make it balanced. 6️⃣ Balance Productivity & Well-being Short-term productivity matters. So does long-term well-being. ➜ Support today’s tasks. Protect tomorrow’s energy. ➜ Recognize the value of rest and rejuvenation. ➜ Keep the human element in sight. Great leaders hold both perspectives. 7️⃣ Leadership is Understanding, not Demanding After-hours leadership isn’t about control. It’s about creating trust. ➜ Absorb stress so your team can recharge. ➜ Offer flexibility, not just expectations. ➜ Build an environment of respect for personal time. Work-life balance doesn’t wait for the perfect leader. But your team will remember the one who understood. Support their well-being. Guide them forward. Because leadership isn’t about having all the answers. It’s about asking the right questions.

The Corporate Myth That Needs to Die I hear it all the time: "If you want to reach senior leadership, kiss your personal life goodbye." What a load of nonsense. After working with hundreds of senior women executives, I can tell you with absolute certainty: it's entirely possible to have a very senior role AND a fulfilling personal life. This myth persists because it serves the old guard and their outdated ways of working. But my WINners prove it wrong every single day. Here are the three key factors that make work-life balance possible, even at the highest levels: 1. Know what you're GREAT at and work in that zone of genius The most successful executives aren't doing everything themselves. They're leveraging their unique strengths and delegating everything else. They understand that their time is precious and should be spent on high-impact activities where they excel. 2. Get really good at boundary setting Protecting your peace isn't selfish—it's strategic. Senior leaders who maintain balance are masters at saying "no" to the right things. They understand that constant availability isn't a virtue; it's a path to burnout. 3. Negotiate massive flexibility in your role This is where it gets interesting. The higher you go, the more leverage you actually have to design your role. The best leaders negotiate for arrangements that align with their personal circumstances—whether that's working remotely certain days, blocking mornings for strategic thinking, or structuring their year around family priorities. The reality is that work-life balance isn't an impossible dream. It's a skill set you can develop and a set-up you can negotiate. And often, it's the leaders who maintain this balance who bring the most value to their organizations—they're more creative, more strategic, and more inspiring to those around them. What work-life balance myths have you been told? I'd love to hear your experiences in the comments.