People often ask me what my focus is when it comes to leadership – both in how I practice it and how I help others develop their own. With so many theories, frameworks, and models available, what guides my approach? Do I subscribe to a single leadership philosophy, or is there a core framework I rely on?
For me, leadership isn’t static. It’s not about rigid principles or a singular style applied across all situations. Leadership is adaptive, fluid, and deeply contextual. It’s about understanding what’s needed in a given moment and responding in a way that strengthens, supports, and elevates those around me. It’s about moving with people, not just directing them.
But I didn’t always see leadership this way. For years, I was drawn to the bold, aggressive notions of leadership – the idea that it was about commanding authority, dictating respect, and taking charge at all times. I thought strength meant control. I thought visibility meant impact. I was sold on the idea that leadership was about being the loudest voice in the room.
And I was wrong.
It took making mistakes, recognizing my own weaknesses, and embracing vulnerability to shift my perspective. Leadership, I’ve learned, isn’t about control – it’s about presence. It’s not about being the one with all the answers, but about creating space for the right answers to emerge. This realization didn’t come overnight. It took years of reflection, introspection, and a conscious commitment to change. And while I’m still finding my way, I am intentional in how I show up and how I grow.
I’ve never believed leadership is about standing at the front, commanding attention. Instead, I see it as orchestration – a process of being present without being overbearing, of guiding without dictating. Strengths and weaknesses aren’t fixed; they shift, evolve, and depend on context. My role as a leader is to recognize those shifts and to provide what’s necessary at any given moment – whether that means stepping forward, stepping aside, or simply standing by.
To lead effectively is to develop a sharp awareness of the unspoken – the hesitations, the subtle cues, the moments of doubt. It’s about seeing people not just for their roles but for their aspirations, their struggles, and their unique potential. It’s about creating an environment where they know they are supported – not in a way that makes them dependent, but in a way that makes them confident.
This is where I see the essence of leadership – not as a position, but as a practice. A practice that blends authenticity, transformation, and service. Authentic, because leadership should never be performative. Transformational, because true leadership helps people grow into the best versions of themselves. And service-driven, because the highest calling of leadership is not personal elevation but collective success.
Of course, leadership is not about self-perception; it’s about impact. It’s not for me to decide if I am the leader I aspire to be – that judgment rests with those I work with. But what I can control is how I show up: consistently, thoughtfully, and with a commitment to making leadership not about me, but about the people around me.
So when people ask about my leadership philosophy, I tell them this: I invest in adaptive leadership. I lead with presence, with awareness, and with the understanding that the best leadership is often the quietest – the kind that strengthens without suffocating, that supports without overshadowing. The kind that builds people up so they don’t need me, even as they know I’ll always be there.
And if there’s one call to action I’d leave with anyone looking to develop their own leadership approach, it’s this – don’t chase a fixed model or a singular theory. Instead, focus on being present, being attuned, and being the kind of leader who listens, adapts, and serves. Because in the end, leadership isn’t about being at the center.
It’s about making sure the people around you have everything they need to thrive.