At the recent Journey to the C-Suite gathering, I had the pleasant opportunity to sit with Cohort 2 participants and fellow senior leaders for a candid conversation about what it really takes to grow into senior leadership. For me, it became more than a discussion about titles. It was a chance to reflect on some of the experiences that have shaped how I lead.
One story I shared was about taking on a new leadership challenge. I was approached to turn around a business that had operated in the country for several years without making a profit. Before accepting, I took time to understand the business, study its financial position and carefully consider what the challenge would require.
My first instinct was to focus on the balance sheet. But as I thought more deeply about the turnaround, I asked myself a simple question: what is the most important asset in any business?
People.
That question changed my approach. The team had lived through years of uncertainty, and I knew that turning around the numbers would mean little if I could not bring the people with me. But perhaps the most important lesson was what happened afterwards. I realised that the turnaround required me to change how I related with people. I engaged more openly, encouraged conversations and built stronger relationships across the organisation. By the end of the year, the business was profitable. The financial actions mattered, but for me, the people were at the centre of the change.
That experience also shaped what I value in people who aspire to the C-Suite. Interpersonal skills and stakeholder management have been among the biggest drivers of my own career. At senior level, you cannot lead from a distance. You need to know how to connect with people, understand different interests, build trust and bring others along.
And some of the skills that may once have been called 'non-traditional' are now increasingly important. Emotional intelligence and empathy matter because leadership is ultimately about people. You need to understand how someone is doing before you ask why they are not delivering. You also need to understand technology and AI because the world of work is changing quickly.
There are other lessons I shared with the cohort too. Never assume you have arrived. I do not believe there is a ceiling to what we can learn or achieve. Think beyond your current market and remain globally competitive. Build a reputation that can withstand scrutiny because your name follows you; integrity is not something you switch on when you reach the C-Suite.
And while ambition matters, so does balance. Leadership is not only about how far you can go, but also about how sustainably you can get there and the people you remain connected to along the way.
My conversation with Cohort 2 reminded me that the journey to the C-Suite is not simply about acquiring a bigger title. It is about becoming the kind of leader people can trust, work with and follow.
The title may open the door. Your character, relationships, judgement and ability to bring people with you determine what happens after you walk through it.
Want to dive deeper into the candid stories, leadership insights, and executive lessons shared at the gathering?
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