What comes to mind when you think of the word, “leadership”? Given the current plight of our world, I imagine that it evokes a collage of words and images that likely sit in tension with one another. Leadership as a principle and practice is aspirational. It is highly sought after by practitioners across industries and social circles. Millions of books on the topic are sold each year. There is an obvious hunger to become or be perceived as a “good leader,” but what does that even mean and how does one achieve such a title?
Throughout my personal and professional careers, I have benefitted from the positive leadership of key individuals. I am reminded of my junior high school English teacher, Mr. Johnson, who inspired us to be bold as he mounted chairs and recited grand monologues from Shakespeare. I think of my first boss who challenged me and showed me that being a leader and being kind weren’t mutually exclusive. I am grateful for my mentor whose interactions with people highlight an intricate link between effective leadership and effective communication.
Leadership may not be formulaic, but there are some guiding principles and frameworks that, when universally applied, produce fruitful outcomes. Several years ago, McKinsey released a study on how leaders can improve their work performance and personal satisfaction by adhering to a model they titled, Five Dimensions of Centered Leadership1:
Meaning
What happens when an atheist, a Christian, and spiritual thinker join a roundtable to discuss meaning and purpose? A lengthy conversation ensues–3 hours and 21 minutes to be exact. In a recent podcast episode of The Diary of a CEO2, these 3 individuals debated the question of purpose, how people can find and sustain a fulfilling life, and certain habits and spiritual practices that are helpful to that end.
With the overwhelming statistics on the epidemic of purposelessness, it is unsurprising that of all the dimensions of centered leadership, meaning was reported as having the most significant impact on satisfaction in both work and life. After interviewing over 140 leaders, McKinsey’s study found that centered leaders have a purpose that travels beyond themselves and they take joy in sharing that motivation with others. I am having an immediate flashback to when my team and I labored to give shape to the values that ground our work at Roots + Rivers Collective. It didn’t suffice that we knew why we “serve to lift up the best in people and places.” We want others to know it too. In fact, we want them to experience it.
While the search for meaning can feel like an elusive and arduous undertaking, it has proven to be a stabilizing factor in the evolving chapters of my own life. When I began to doubt my fit in a particular role or company, my sense of purpose led me to another position that better aligned with my values and skill set. When budgets were cut and the workplace became more difficult to navigate, my sense of purpose helped me to double down on my commitment and faithfully steward my responsibilities despite the uncomfortable situation.
It is important to note that purpose and meaning can change, mature, and be clarified over time. As my mentor once offered as encouragement: “Sometimes the chaos comes before the clarity.” Often, it is the diverging experiences we encounter that elucidate the next path to explore.
Positive Framing
The lens in which we view the world matters. Objectively, we can state that the world is in crisis. From politics to climate change to the social systems that were built to protect us, we are struggling to find some sense of clarity, assurance, and unity across these issues. Nevertheless, as per the findings in the McKinsey study, three-quarters of the respondents who were adept at positive framing believed they had the appropriate skills to pioneer change, while only 15 percent of those who weren’t thought so.
The wars will not cease tomorrow. The gap between the rich and poor continues to widen. Our political ideologies are creating chasms that feel almost impossible to remedy. That’s a lot. What do we do with that information? How might we create opportunities in times of uncertainty and flux that invite productive conversations that lead to lasting change?
I think it begins with a belief that progress is possible. It starts with a premise of hope because without hope we lose the will to aspire towards the good that still exists in the world. Leaders can shift the narrative of doom and gloom by sharing an assessment of challenging situations that is honest yet hopeful. Positive framing enables leaders to move their team from a place of feeling stranded at shore with no answers to a sea of abundant possibilities. It is an outlook that does not shy away from complexity but, rather, embraces it as a mechanism for engineering alternative, more promising realities.
Connecting
Earlier I mentioned that there is an intricate link between leadership and communication. One of the most motivating messages I have ever listened to is Simon Sinek’s Ted Talk, “Start With Why: How Great Leaders Inspire Action.”3 Throughout his presentation, Sinek provides a clear distinction between leaders and those who lead – more specifically, those who inspire change in others. He affirms that inspired leaders and organizations communicate from the inside out, beginning with their “why.” Several times he reiterates, “People don’t buy what you do; they buy why you do it.” He grounds his leadership philosophy in biology, stating that when we communicate vision first, we speak to the part of the brain that stimulates behavioral change in others.
In my experience, effective leadership is the consequence of authenticity and transparency in our relationship with others. Like Sinek, I believe in the power of articulating vision and providing my team with aspirational yet feasible goals. I invite each member to support the vision by delegating assignments based on strengths and interests. It is important that they know specific ways in which they are valuable and can contribute to the overall success of the team and organization. If there are changes in a particular course of action, it is equally important to share why those changes occurred and elicit feedback and recommendations from the group about best ways to collectively map a way forward.
Another critical tactic includes ensuring all decisions are data-driven and evolves from a consistent and fluid feedback loop. When people trust your intentions, feel like a valued member of the team, and can see themselves reflected in the organizational vision, connection is not only possible–it is inevitable.
Engaging
According to the McKinsey study, of the survey respondents who reported that they were poor at engaging with risk, fear, and opportunity, only 13 percent thought they had the skills required to lead change. When considerable responsibility rests on a leader’s shoulders, especially during unpredictable times, the inclination to avoid risks is understandable. However, it is at these critical junctures when a leader can inspire their team to make informed, bold decisions. And sometimes these moments not only define the trajectory of the organization, but also reveal the hidden capabilities of team members.
I like to frame risks as “experiments.” When I built the Global Leaders Program at the University of Illinois Urbana-Champaign at the outset of COVID-19, I had no idea what the outcome would be. Still, I believed that the initiative was worth the pursuit despite the circumstance. Buoyed by the support of my supervisor and the dedicated involvement of 15 ambitious students, we moved forward with a beginner’s mindset and the courage to learn from our failures. What I once called “The Great Experiment” is now a four-year, cohort-based program uniting domestic and international students to solve societal challenges around the globe.
Managing Energy
As I continue along my leadership journey, I increasingly understand the importance of maintaining a healthy relationship with productivity. I believe in approaching work with an attitude of excellence and being diligent in supporting my team and clients. I also recognize that I am energized to perform my responsibilities when I properly care for my wellbeing. As the McKinsey article affirms, “Leaders will find it hard to sustain energy and commitment within the organization unless they systematically restore their own energy (physical, mental, emotional, and spiritual), as well as create the conditions and serve as role models for others to do the same.”
Consistent exercise and spiritual practices empower me to lead from a grounded and mindful place. Neglecting to prioritize our holistic health might produce short-term gains, but ultimately results in burnout and bitterness. Finding work-life balance is a delicate task and will differ according to the needs and preferences of each individual. Nonetheless, it is worth the investment not only for our sake, but also for those we support at home and in the workplace.
In this blog, I present various examples of how my career experiences intersect with the Centered Leadership model, which continues to anchor and strengthen my leadership practice. I believe it is a helpful framework that people in positions of influence can leverage to deepen their sense of purpose while building relationships across their professional ecosystems. It implores leaders to be audacious in the face of risks and to prioritize a healthy lifestyle, which reaps dividends on both sides of the work-life border. Given the urgent demands of today's world, people are desperate for leaders who are self-aware, empathetic, and able to serve from an enduring foundation. The Centered Leadership model is not a call to arrive at a perfected place of leadership. There is no arriving, and perfection is a fallacy. Leadership is a journey that stretches as much as it refines you as you intentionally engage with others and yourself.
References:
1Barsh, J. Mogelof, J. Webb, C. (2010, October 1). How centered leaders achieve extraordinary results. McKinsey Quarterly.
2Bartlett, S. (Host). (2025, September 29). Atheist vs Christian vs Spiritual Thinker: Is Not Believing In God Causing More Harm Than Good?! [Video podcast]. The Diary of a CEO.
3Sinek, S. (2009, September). How great leaders inspire action [Video]. TED Conferences. https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.