Originally published at Medium. Available here.
August 17, 2025
Create Real Connection. One of the most critical things a leader can do during uncertain and turbulent times is to create genuine human connection. It’s a foundational leadership skill, but it often gets overlooked when times get tough and the pressure rises.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better.
I don’t have a very conventional background. I was born in South Africa, grew up in Canada, and went to business school there — but I actually finished my degree on exchange in Bangkok, Thailand. From there, I went into advertising and landed in the buzzing London ad scene. It was while working at the incredible agency Bartle Bogle Hegarty (BBH) that I found the inspiration for what I do now. In 2005, I set up my company in the UK, and then I moved to Brazil to bring the idea to life.
So, what was the catalyst, you ask?
It all started at the celebration of life for my uncle in Cape Town, South Africa. He was someone who was always deeply inspirational to me. He was Nelson Mandela’s doctor after he left prison and began negotiating with the apartheid government. He also dedicated his life to challenging a broken system using his position and privilege for good.
As I arrived that day at the celebration of his life in 2004, and looked out across a sea of faces, people from all walks of life. I was struck. The stories people told; the tributes shared. I realised he hadn’t just inspired me. He had actually inspired everyone in that room — all those people, from all of those different walks of life. But more than that, and it was this insight that is the reason I do what I do now and wrote my book — it was everyone in that room who had made him who he was. From the Minister of Health to his comrades from the struggle, his colleagues, friends, family, and people from the local communities and shanty towns — they had all shaped him to be the incredible person he was.
And that got me thinking.
At the time, I was working in advertising, surrounded by smart, creative people; but we all came from similar backgrounds. We went to the same bars after work, took similar holidays, had the same conversations. Yet we were expected to innovate, challenge norms, lead global brands with fresh thinking. And it hit me: if we really want to lead, to spark ideas that push boundaries, we need to get out of our silos. We need to be exposed to different perspectives, connect with people who think differently from us, and be challenged in new ways. That’s how leaders grow. And that’s how companies thrive.
So, I set up my company in the UK and moved to Brazil in 2005 to get started. I’ve never looked back — 20 years later.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I’m not sure if this qualifies as funny exactly. It was a bit full-on at the time to be honest, but I can definitely laugh about it now, and I’ll never forget the lesson it taught me.
Within my first five years of moving to Brazil, while I was still finding my feet here, we went on a family holiday. My eldest daughter was three at the time. We were heading down to the beach when — and I still can’t believe I did this — I accidentally locked her and the car keys inside her grandfather’s (very posh) car.
It was 30°C outside, she was strapped into her car seat and the key was sitting on the armrest (don’t ask me why I put them there. Let’s just say that my car was a lot (!) less posh than his, and it didn’t have automatic locking when you closed the doors). As I looked at her, and she looked at me, I was trying to figure out next steps. Smashing the windows wasn’t really an option — for a whole host of reasons — but time was ticking, and the car was getting hotter by the minute. I had to act fast.
What happened next still amazes me. I stayed calm, and I started talking her through what she needed to do as she looked at me through the windows, not really understanding what on earth was happening. She asked me a few times — “why don’t you just open the door Mummy?”. Oh how I wanted to just open that door! I coached her, I believed in her, and I never gave up hope. And somehow, with this incredible sense of calm, she managed to wiggle her arms out of the straps (which she had never done before), lean forward, grab the key without dropping it, and press the correct button twice to unlock the car (which was obviously also a first).
It was an unforgettable moment. Not just because of the drama, but because of the lesson it left me with. It reminded me of the power of space. When we believe in people, listen to them, and give them the confidence to rise to the challenge; more often than not, they do. And not only that, they often surprise us with their resourcefulness and resilience.
There’s a quote I love by John C. Maxwell: “Leaders become great not because of their power, but because of their ability to empower others.” That day, my three-year-old reminded me just how true that is.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
I’m incredibly lucky to have had a host of amazing advisors and coaches over the years who’ve helped me get to where I am today. I truly believe no one does this type of work alone. It takes a village, and I’m so grateful for mine.
Aswell, any entrepreneur will tell you that the journey is full of highs and lows. There are moments of absolute elation, and then there are the moments where you just want to give up. Sometimes those moments can even happen on the same day. The emotion is very real. I remember one particularly tough day, a few years ago now. Things felt so overwhelming. I couldn’t see a way through a challenge I was facing, and I honestly thought I’d reached the end of the road. I messaged one of my advisors, Paul Steggall, and told him I thought it was all over. I needed to quit my business. I needed to find a job. I needed out.
Considering this wasn’t a norm for me, Paul knew it was serious. Within minutes, my phone started ringing. I composed myself and picked up. It was Paul.
He asked me two questions.
First: Had I really given it everything?
Second: Was the business living up to its full potential?
I had to be honest. The answer to both was no.
Then he said something I’ll never forget. He told me it was clear I wasn’t going to do either of the things I’d just mentioned. I wasn’t going to leave Brazil. And I certainly wasn’t going to quit TIE and go get a job. He knew it. And deep down, so did I.
Then he asked me: What are your long-term goals? What are you manifesting?
I realised, as I reflected on his questions, that the last time I had properly manifested, and considered my long-term goals, was back when I started my business in 2005. I hadn’t done it again. And everything since that time in my life had changed — both personally but also in relation to the business. It was exactly that thinking that was missing. And just like that, those two deceptively simple questions got me back on track.
Sometimes we need someone who sees us clearly, especially when we’ve lost sight of ourselves. Paul did that for me that day, and I’ll always be grateful. Those phone calls and questions hold a lot of power.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
From the very beginning, my vision has been crystal clear: to develop the kinds of leaders the world needs. Those who can help businesses and the planet truly flourish. TIE Leadership’s strapline says it all: Better Leaders. Better Companies. Better World.
Leadership today is at a crossroads. We’re facing a crisis of disconnection. Record disengagement, rising burnout, and outdated, authoritarian leadership models still clinging on in many boardrooms. But the research is undeniable: control doesn’t create success. Humanity does.
This year, the World Economic Forum highlighted the most critical skills for the future of work — empathy, adaptability, creativity, emotional intelligence. And yet, in far too many businesses, these are still seen as “nice to have.” My work through TIE Leadership, and in my book Return on Humanity, dismantles that outdated thinking. These so-called soft skills are actually power skills. They’re not fringe. They’re fundamental to long-term, competitive success. And we’ve been championing them since day one.
Another crucial piece of our purpose is perspective. For too long, Western leadership models have dominated the narrative. But the global south has so much to teach us about resilience, innovation, and collaboration. When we open ourselves up to different ways of thinking, when we engage across borders and cultures, we challenge assumptions, shift paradigms, and unlock leadership competencies that traditional programs simply can’t access.
TIE has always existed to bring those insights to life. To meet this moment — and the future — with clarity, urgency, and hope. I’ve never seen this as just a business. It’s a movement. A redefinition of what leadership truly means. Because when leaders unlock their humanity, businesses thrive. People flourish. And the world becomes more sustainable.
Thank you for all that. Let’s now turn to the main focus of our discussion.
Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
I’ve always believed that growth comes from adversity. When we’re pushed beyond our comfort zones, we expand our understanding of ourselves, of the world around us and we unlock new potential. Although significant challenges can either break us or propel us forward; with the right mindset, the latter is infinitely more probable. It’s this philosophy that has been the foundation of my business TIE Leadership, but the pandemic tested that belief like never before.
When TIE launched, we offered immersive leadership programs that took professionals from the Global North and partnered them with social initiatives in the Global South. The in-country experiences were deeply human, hands-on, and transformational. We stretched participants across cultures and disciplines to develop adaptability, empathy, and the kind of leadership skills that can’t be taught in a classroom. It was really powerful work. CEOs raved about it. Participants returned to their companies more innovative, resilient and inspired. And the communities we collaborated with saw lasting change.
Then COVID hit. Arg. Overnight, our business model collapsed. International travel stopped and so did all our programmes. Everything was on pause. Our programmes relied on being in-person, and now the borders were closed.
But even as the world shut down, something else happened: people’s hearts opened. Professionals were searching for purpose, connection with others, looking for ways to contribute and grow during a time of profound uncertainty, fear and isolation. Also, NGOs started reaching out to us, desperate for support. The need for our work hadn’t disappeared, if anything it had intensified. I needed to find a way to make it work.
But there were so many challenges I was facing at that time. As a single mother in Brazil and sole breadwinner, I was raising two children alone with no family around me (I’m not from Brazil), and all of us caught COVID early on. I was also based in one of the epicentres of the pandemic — 4000 people were dying at one point per day, some on my street. I was managing exhaustion, fear and real overwhelm. Then, at our most vulnerable moment, my right hand at TIE stepped away for his mental health. It was so full on. I suddenly found myself holding everything alone, unsure of how we would move forward.
But I knew I couldn’t give up. Despite not generating income, I took a leap of faith and hired someone new. It was a bold move, but in times of crisis, I believe you don’t retreat, you must lean in. I empowered her to build a role that didn’t yet exist. And she flourished. Together, we reimagined our offering and, in July 2020, launched a virtual version of our program. For the first time, leaders could connect across borders, apply their skills to real-world challenges, and make a tangible difference, all from their homes.
It not only kept us afloat, but it also completely transformed us. We reached parts of the world we never had before; Syria and Iraq to name a couple of countries. One team even worked with the President of Malawi to shape a UN speech advocating for the 3 billion people without access to clean cooking. It was global, human, and deeply impactful.
This experience reinforced something I’ve always known deep down: great leadership isn’t about having all the answers. It’s about stepping into the unknown with courage, trusting your people, and creating the conditions for innovation, even in the darkest of times. In the face of crisis, we didn’t just survive. We evolved. And in doing so, we unlocked a whole new future for leadership development.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
There have definitely been moments when I considered walking away. Since starting the TIE Leadership journey in 2005, it has been anything but easy. I’ve never taken outside funding, so the business, and therefore my own salary, have always depended on the strength of my ideas, my ability to spot emerging trends, nurture meaningful relationships, and my sheer determination to keep pushing forward.
There have been times when the bank account was running low, and the idea of jumping ship for something more stable was incredibly tempting. Especially during the most uncertain periods, that internal question whispered louder than usual. That question I know so many entrepreneurs have asked themselves along the way…“Wouldn’t life be easier if I just got a ‘normal’ job?”
But I never gave in to it. I couldn’t. And interestingly, something always appeared just at the right time to keep me on track. Was it luck? Serendipity? My careful planning? Not sure I’ll ever know.
Also, this work is 100% purpose-driven. It’s never just been about business for me, it’s about impact. So seeing the transformation in professionals who go through our programs, witnessing communities benefit from projects that leave lasting change, meeting knew clients and finding impactful ways we can help them — that’s what fuels me. My vision has always been so much bigger than a transaction.
And now, with the launch of my book Return on Humanity and the opportunity to speak on stages around the world, that impact has multiplied. Hearing from people who’ve read the book or heard me speak — listening to their reflections, their insights, how something shifted in them — those moments are everything. They remind me exactly why I do what I do.
At the end of the day, my drive is sustained by purpose, belief, and the unshakable knowledge that what we’re doing really truly matters. And that’s more powerful than any fear or uncertainty.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
I couldn’t agree more, there are so many books I’ve read that have stuck with me and even shaped me into who I am today. One I read recently that I can’t recommend enough is Rebel Ideas: The Power of Diverse Thinking by Matthew Syed. It brilliantly makes the case for why diverse teams are a superpower. The stories are compelling, and the message is deeply aligned with everything I stand for.
But if I reflect on a book that truly supported me in the development of my business TIE Leadership, it would be A Beautiful Constraint: How to Transform Your Limitations into Advantages, and Why It’s Everyone’s Business. This book validated so much of what I instinctively believed right at the start of what I was doing but hadn’t seen articulated in that way. My business was about 8 years old when it was published, so I had been working in the area for a while. But when I read the book, I loved how they talked about the obstacle being the way to more creative solutions. That necessity is, indeed, the mother of invention. And that constraints can actually be catalysts, pushing us to discover what we’re really capable of.
This mindset has always been central to my work. But when I read that book, it confirmed I was onto something powerful. Then, when the pandemic hit and I had to drink my own Kool-Aid, I kept thinking about that book, and about the very essence of what TIE stands for. It reminded me that, even in the toughest moments, creativity thrives under pressure. And it gave me the conviction that everything would be okay.
What would you say is the most critical role of a leader during challenging times?
I think it’s to be there for people. Being approachable and present is everything. It’s about creating a safe space where concerns and fears can be shared openly. You want leaders who are willing to learn, to experiment, to fail, grow and who actively seek feedback along the way. A leader should be that calm north star, but without the arrogance of thinking they have all the answers. In fact, the more vulnerable a leader can be — the more they invite ideas from others and foster that crucial sense of connection and belonging — the stronger and more resilient the business will be. Especially in tough times.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
I truly believe that connection and belonging are everything. When people feel connected to where they work — when they feel like they’re part of something — they become engaged. And engagement is key.
So, what drives engagement? It’s feeling understood. It’s having psychological safety to share ideas. It’s feeling seen. Leaders need to create opportunities to genuinely connect with their teams. Whether it’s through regular catch-up calls, casual drinks, or more open sessions where larger groups can share what’s on their minds. I’ve got a great tool for this which I talk about in my book, created by Jo Gebbia, Co-founder of Airbnb. It’s a tool that encourages people to speak more openly and share respectfully, which I love. The tool is called ‘Elephant, Dead fish and Vomit’. To get people talking, get things off their chest and to create connections, he would hold a company meeting, and in that meeting, ask everyone to talk about something that fits each of these subjects:
- Elephant — big things that people aren’t mentioning.
- Dead fish — events that have happened that people can’t get over.
- Vomit — getting something off your chest.
Not only is this a great way to get people talking honestly, but it connects people around the company and develops trust, which is equally as important. When you have trust, you can then create an inclusive work environment that transcends all the differences. The key is consistent communication and authentic efforts to build trust and connection.
What is the best way to communicate difficult news to one’s team and customers?
Kindness, truth, and clear, level-headed, authentic communication are the answer to so many of life’s challenges. It’s about owning up to mistakes. It’s about being fair. And it’s about creating the context to help others understand what you’re about to share.
Difficult news is never easy to deliver, but it’s a part of life. The more you’re seen as someone who genuinely cares, a person who treats people fairly and makes them feel understood, the easier it will be for others to receive even the toughest messages. When a leader consistently embodies these traits, they build the trust needed to navigate hard conversations with empathy and grace.
How can a leader make plans when the future is so unpredictable?
We will always have our north star. Our long-term goals. And the reason we’re in business (and remember, it isn’t just to make money). In good times and in tough times, that north star is there to guide us toward where we need to go. Whatever we do and whatever industry we are in.
The short-term goals, or the path we take to reach that vision, will absolutely evolve along the way. What worked yesterday may no longer work tomorrow. In fact, I read recently that if you expect to run your business the same way in five years as you do today, you likely won’t have a business. In today’s world, that time frame is probably even shorter.
So yes, the way you operate, the services you offer, the language you use, and the clients you serve will inevitably shift. But none of that should stop you from making plans. If you stay focused on the long-term vision, while being flexible in how you get there, it all becomes much more manageable.
The key is to break things down into smaller time frames. Keep communication open with everyone. Ensure they feel a part of that vision and how you are getting there. Be willing to pivot quickly when needed. And continue to be that calm north star for your people.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
I would say that the “number one principle” is ensuring that, at all times, you are tapping into your humanity. Humanity in business matters.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
One of the biggest mistakes I see businesses make during difficult times is forgetting that their people are their greatest asset. When fear sets in, so when uncertainty and pressure take over; some leaders retreat into control, hierarchy, and short-term thinking. They lean into outdated paradigms of leadership that are rooted in fear, aggression, and self-preservation. But that approach doesn’t lead to resilience or stability. It leads to total erosion.
Here are a few common pitfalls I’ve seen:
1 . Creating fear-based, psychologically unsafe environments. When leaders respond to uncertainty with authoritarian control, so demanding compliance over creativity, they shut down the very thinking they need most. Innovation, adaptability, and collaboration all require trust. If people are afraid to speak up or make mistakes, you’ve lost the spark that drives progress.
2 . Focusing solely on numbers, not people. People-first is everything. When times are tough there’s often a rush to cut costs — starting with people — while leadership continues to draw high salaries. Beyond the optics, this is deeply damaging. It sends the message that people are expendable, and money comes first. There are also so many examples of companies that retained people during the tough times and paid them by dropping senior salaries. The result was a team of highly loyal, knowledgeable and motivated people who are bought into the mission. These companies, once times improved, then thrived. The thing is, without engaged people, you lose the commitment, care, and ideas that keep a company alive. The human spirit is not a line item. When you ignore it, performance suffers.
3 . Abandoning purpose in favour of “business as usual.” In tough times, some companies shelve their purpose, seeing it as a “nice-to-have” rather than a core strategic driver. But, the opposite is actually true. Purpose isn’t a luxury. It’s the anchor that keeps everything steady in uncertain times. It provides meaning, clarity, and momentum; not just for employees, but also for clients and customers.
I think of leaders like Chris Norman MBE, who built his values-driven communications agency, GOOD, through economic hardship by staying unwaveringly committed to purpose. Even in the most challenging periods, purpose wasn’t something to revisit when things got better. It was the guiding force behind structure, culture, and every decision.
GOOD exists to help companies find and act on their purpose, and because Chris and his team have lived this truth authentically, their business has only grown stronger. In fact, they’re busier than ever. As Chris puts it, “It’s about creating change, being committed to that change, and being authentic. If you can’t demonstrate your commitment, you’re a fraud.”
Purpose isn’t a façade. It builds trust, attracts the right people, and deepens relationships. Both internally and externally. Especially in difficult times, purpose is what unites people around something bigger than fear.
To avoid these mistakes, leaders need to remember: humanity is not a weakness, it’s actually your competitive advantage. Keep your people engaged. Be transparent. Prioritize psychological safety. Develop trust. And always lead with your purpose as your compass. It’s not only the right thing to do, but it’s what will carry your business through.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
1. Create Real Connection
One of the most critical things a leader can do during uncertain and turbulent times is to create genuine human connection. It’s a foundational leadership skill, but it often gets overlooked when times get tough and the pressure rises.
I first understood the true power of this while studying Conflict Resolution at the University of Winnipeg in Canada. My professor, a quietly powerful woman, once told us about her time in Guatemala during the early 1990s, when the country was still in the midst of civil war. She’d been captured by guerrilla fighters, a terrifying and life-threatening situation. But instead of responding with fear or aggression (which clearly would not have helped), she did something completely unexpected: she made balloon animals.
That simple, human gesture changed everything. In that moment, she was no longer just a prisoner. She became a person. The guards saw her differently. She was no longer seen as a threat, but as someone they could relate to. It was a small act that led to a deeper connection, and eventually, to her release.
That story has stayed with me ever since. It taught me that even in the most extreme circumstances, it’s possible to shift the dynamic; not with authority or strategy, but by leading with humanity. Leaders who can see beyond roles, titles, and conflict, who can connect with others on a real human level. It’s these leaders that create the trust, empathy, and resilience needed to navigate any crisis
2. Check Egos at the Door, Actively Listen, and Embrace Vulnerability
One of the most powerful traits of a great leader, especially in turbulent times, is the ability to listen without ego, question assumptions, and embrace vulnerability. It’s about resisting the impulse to act with certainty and instead creating space for deeper understanding.
A few years ago, we ran a leadership development programme in Malawi, and one of our participants shared a story that’s stayed with me ever since. With the best of intentions — to make clean water more accessible — a well was installed in the centre of a rural community. But it kept breaking, and no one could figure out why. Eventually, a video camera was set up, and it revealed that the same woman was sabotaging the well again and again.
When she was asked why, her answer was devastatingly honest. She was being abused at home, and her only opportunity to leave the house and find connection with her friends was the walk to collect water. The well, although intended to help, had unintentionally taken away her only freedom.
That story shook me. It’s a stark reminder that even well-meaning solutions can go wrong when we fail to understand the full picture. The issue wasn’t just water access, it was something much deeper. But no one had asked the right questions. No one had paused to listen beyond what was visible. Of course, the community still needed the well. But the ripple effects of interventions must also be considered. And the only way to uncover those hidden layers is by asking better questions and actively listening to the answers.
In leadership, this happens more often than we think. We charge ahead with solutions. We assume we know what’s needed. And sometimes, we don’t pause long enough to truly hear what’s being said, or what’s not. The lesson is clear: check your ego, invite others in, and embrace the vulnerability that comes with not having all the answers. When leaders do that, they don’t just solve problems. They build trust. They create space for honesty. And they uncover the truth between the lines.
3. Lead with Purpose and Shared Vision
What makes a team defy the odds? It’s not always the resources, or even the raw talent. Sometimes, it’s something far more powerful: shared purpose, human connection, and a belief in the impossible.
Let me tell you a story about a wooden sailboat from the Northeast of Brazil. Ave Rara is a 36-foot wooden trimaran built in the 1980s. It’s modest in size, humble in price and materials, and completely unassuming next to its competitors. Yet this boat, skippered by Gustavo (Guga) Peixoto (the only professional skipper aboard), became a legend in Brazil’s Refeno Regatta; beating multimillion-dollar boats made of carbon with Olympic skippers, and doing it not once, but four times.
The races were gruelling, dangerous, physically and emotionally demanding. But year after year, Ave Rara’s rotating amateur crew each year crossed the finish line first, proving what’s possible when you lead with vision and heart.
This wasn’t about gadgets or gear. It was about people. Guga didn’t just lead the boat, he led a mission. He created a culture where everyone felt part of something bigger, where each person on board believed in themselves, in each other, and in the purpose that pulled them over the finish line. And when they won? Guga never kept the trophies. He gave them to the local community that supported them, because he knew it wasn’t just his victory.
Ask anyone on the island of Fernando de Noronha (which is the finish line) about Guga or Ave Rara and their eyes light up. People have the boat tattooed on their bodies and there are hotels named after it. And every year people lined up to join the crew. Not for fame or money. But instead of what it stood for: possibility, unity, belief.
That’s what true leadership looks like. It’s not about ego or hierarchy. It’s about clarity of vision, genuine belief, and creating a space where people feel seen, valued, and driven by a common cause.
Because when you lead with purpose, and when your team shares that purpose, you don’t just build performance. You build legacy.
4. Embrace Difference to Spark Innovation
Innovation doesn’t come from comfort zones, silos or doing the same thing every day. It comes from challenge. From unfamiliar perspectives. From daring to see the world through someone else’s eyes. This is the crux of my work over the past two decades.
In 2021, we partnered with the Cleaner Cooking Coalition (CCC) ahead of the UN High-Level Dialogue on Energy, the first of its kind in 40 years. The CCC’s mission was critical: to work with the Malawi government to bring global attention to clean cooking at the UN meeting. A silent crisis that is affecting nearly a third of the world’s population. The CCC team had the data, the passion, the credibility. But they needed help cutting through the noise and putting the issue on the global table.
That’s where we came in. We developed a leadership programmes, and for this particular opportunity, we created a cohort of six professionals from around the world. People came from Switzerland, Australia and the UK; and from various industries — finance, venture capital, climate investing and marketing. These weren’t clean cooking experts, but that was the point. They brought a fresh perspective, and they learned a lot, too.
Together, this unusual cohort along with the CCC helped Malawi’s delegation craft a compelling message, including a speech delivered by the President of Malawi at the UN. The campaign not only raised awareness, but also unlocked funding and global support; including a cleaner cooking pledge signed by the First Minister of Scotland and Malawi’s own Minister of Forestry and Natural Resources.
But what stood out most was what happened after. One of the participants, Luca Zerbini, MD of the venture capital firm UnaTerra and an expert in sustainable investments, said he’d never realized how massive the emissions from traditional cooking was. “Everyone in the investment space talks about solar, wind and electric. But it doesn’t make sense to invest in clean cooking equipment for people who can’t afford it. The result is stoves that won’t be used, and a problem that remains.” Suddenly, the teams’ exposure to a different industry, culture, and problem opened their minds and shifted paradigms.
This is exactly why diverse thinking matters. When we all look at a problem from the same angle, we miss what’s right in front of us. As Anaïs Nin put it, “We see the world not as it is, but as we are.”
That moment stuck with me. Because it’s easy to surround ourselves with people who think like we do. It’s comfortable. Familiar. But the real breakthroughs happen when we bring in voices that challenge us. So if you want to drive true innovation, surround yourself with people who think differently than you do. Seek out unfamiliar perspectives. Be open to discomfort. And bridge divides. It’s only when we stretch beyond our usual circles that we uncover ideas and solutions that can change the game and navigate complex problems.
5. Tap into Your Humanity
When the world feels uncertain, people don’t look for perfection, they look for connection. They seek leaders guided by empathy, humility, and the courage to stand up for what’s right.
My uncle Neil embodied this kind of leadership. He was Nelson Mandela’s doctor during the negotiations to end apartheid, but his story began long before that. He used his privilege and position not to protect himself, but to fight for those without a voice.
During apartheid, he publicly challenged the system, calling out the exploitation of Black mineworkers, even though doing so put him and his family at risk. He served his community quietly but fiercely, never seeking recognition, only justice.
At his celebration of life, something extraordinary happened. One by one, people stood up — from community members to politicians — sharing stories of how he had helped them. Not just with medicine, but with dignity. With belief. With action.
What struck me most was how personal it all was. He didn’t lead from a distance. He got close. He bridged divides. He cared. He had a deep fascination with perspective and possibility. And through that, he created real change.
In my book Return on Humanity, I talk about this kind of leadership. The kind that doesn’t flinch in the face of uncertainty but leans in. That leads with values. That understands business success happens because of its people.
So especially when times are tough, remember this: people follow leaders who are human. Not flawless. Not always certain. But real. Compassionate. Courageous. And kind. If you want to inspire loyalty, build resilience, and spark new ideas, tap into your humanity. It’s more powerful than you think. I like to call this a Return on Humanity.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“I love this quote by Rollo May: ‘The opposite of courage in our society is not cowardice… it’s conformity.’
It’s easy to follow the status quo. To believe that the way things have always been done is the way they should be done. But I believe there’s a better way. It’s closer than we think. And it starts by reconnecting with something we all have: our humanity.
Tapping into our human competencies like empathy, curiosity, vulnerability, cultural intelligence and imagination is a force that lives in each of us. We just need to be reminded of its power and be given permission to lead from that place.
I’ve seen over and over again that when leaders have the courage to step outside the norm, challenge old systems, and choose connection over control; that’s when transformation happens. That’s where innovation lives. And that’s when real impact is made.
Courage isn’t always loud or dramatic. Sometimes, it’s simply refusing to conform to a world that’s forgotten the power of being human.
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You can find out more about me at philippajwhite.com
LinkedIn @Philippajanewhite
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