What Makes a Great Business Leader Now?

In November 2024, RHR presented the webinar “What Makes a Great Business Leader Now?” hosted by RHR Senior Partner Simon Callow, who moderated an insightful discussion about the changing demands of leadership in today’s volatile world. The webinar brought together seasoned leaders Katy Dowding, CEO of Skanska UK, Lionel Desclée, former CEO of Walmart Japan and The Very Group, and Gilles Andrier, CEO of Givaudan. The conversation shed light on the evolving responsibilities of leaders amid global disruptions, such as economic shocks, the climate crisis, technological advancements, and societal transformations. The session also underscored how leadership today extends far beyond traditional strategy, planning, and execution.

The Role of Purpose in Leadership

The panelists unanimously agreed that purpose is the bedrock of effective leadership in turbulent times. A deeply purpose-driven approach allows leaders to remain focused and aligned with their organizations’ core values, even when faced with ambiguity and incomplete information.

Callow emphasized that leadership now requires a systems-based perspective and the ability to make decisions with foresight. Dowding illustrated this by recounting Skanska’s values-driven response during the COVID-19 pandemic and the UK cladding crisis. With safety as the organization’s top priority, decisions were anchored in protecting employees and customers, even when information was scarce or contradictory. Dowding highlighted the need for leaders to embrace uncertainty and rely on their values as a constant. For Skanska, this clarity ensured that their teams trusted leadership decisions, even when those decisions evolved as circumstances changed.

Similarly, Andrier spoke about Givaudan’s commitment to purpose, which is embodied in the organization’s mission to create “happier, healthier lives with the love of nature.” Andrier described how this purpose has shaped their strategy, particularly when pursuing acquisitions or innovation efforts. According to Andrier, purpose-driven leadership serves as a lighthouse, guiding organizations toward long-term goals while also helping them navigate rapidly changing external conditions.

Curiosity, Humility, and Reinvention

A recurring theme was the need for leaders to cultivate curiosity, remain humble, and embrace reinvention. These qualities, the panelists explained, allow leaders to adapt to change, engage with their teams authentically, and continuously improve.

Desclée shared a personal anecdote about how he immersed himself in AI through an intensive training program following the launch of ChatGPT in late 2022. Despite not being a technical expert, this experience enabled him to grasp the technology’s implications for business and innovation. His willingness to embrace curiosity and learn from the ground up inspired his executive team to integrate AI into their workflows. He emphasized that a leader’s curiosity not only drives personal growth but also sets an example for the organization, fostering a culture of experimentation and adaptability.

Andrier echoed this sentiment, stressing that curiosity is a leader’s best friend. Genuine curiosity, he argued, enables leaders to connect with employees, customers, and stakeholders on a deeper level. By asking questions, listening actively, and engaging authentically, leaders can build trust and inspire others to contribute their best ideas. Andrier also highlighted the importance of boldness and risk-taking in fostering innovation, noting that leaders must be willing to experiment and, at times, fail. Dowding added that curiosity helps leaders anticipate external challenges, such as geopolitical events or supply chain disruptions, and devise proactive strategies. She emphasized the importance of embracing diverse perspectives within teams and hiring based on an individual’s ability to contribute to how the organization works rather than solely focusing on what they’ve accomplished. This approach, she argued, ensures that organizations remain porous, open to new ideas, and capable of evolving in response to external pressures.

Resilience and Psychological Safety

The panelists also emphasized the critical importance of resilience—both mental and physical—for leaders. The prolonged uncertainty brought on by the pandemic, economic instability, and geopolitical tensions has underscored the need for leaders to maintain their own well-being while supporting their teams.

Desclée shared strategies for staying motivated and fostering resilience within organizations. He advised focusing on factors within one’s control, measuring progress rather than success, and celebrating small wins to sustain morale. During the pandemic, for example, he wrote personal letters to the families of Walmart Japan employees, thanking them for their support and acknowledging the risks employees faced. This simple gesture had a profound impact on engagement and reinforced a sense of purpose among staff.

For Dowding, resilience also involves transparency in decision-making. She explained that leaders must openly communicate the rationale behind their decisions, particularly in times of uncertainty. This transparency helps build trust and ensures that teams remain engaged, even when decisions need to be reversed or adjusted based on new information. Psychological safety emerged as another key aspect of resilient leadership. The panelists agreed that leaders must create environments where employees feel safe to speak up, share ideas, and take risks. Desclée described how informal platforms, such as lunches with employees from different levels and departments, allowed him to stay connected to the organization and foster open dialogue.

Evolving Leadership Models

The conversation highlighted how leadership is shifting from a hierarchical, autocratic model to a more collaborative and human-centric approach. Callow noted that today’s leaders must operate across a “highway” of complexity, balancing long-term vision with the ability to make quick, tactical decisions. The panelists discussed the importance of engaging with teams at all levels, with Andrier likening his leadership style to a sphere where he maintains equal proximity to employees, clients, and stakeholders. This approach ensures that leaders remain grounded in the realities of their organizations while also staying attuned to external opportunities and challenges. Dowding and Desclée both emphasized the importance of alignment between organizational culture and leadership style. Dowding shared how Skanska’s culture of collaboration and safety is so deeply ingrained that industry peers can easily identify “Skanska people” at events. This alignment, she argued, is essential for authenticity and credibility as a leader.

Five Takeaways

The discussion concluded with actionable insights for leaders:

• Be deeply purpose driven: Anchor decisions in organizational values and maintain clarity of vision.
• Stay curious and reinvent yourself: Embrace learning opportunities, seek diverse perspectives, and experiment with new approaches.
• Prioritize resilience: Maintain mental and physical well-being, focus on progress, and create psychologically safe environments for teams.
• Foster alignment and authenticity: Ensure that leadership style reflects the organization’s culture and values.
• Adapt to complexity: Combine long-term vision with agility, leveraging systems thinking to navigate uncertainty.

In closing, panelists emphasized that leadership today is not about having all the answers but about embracing complexity, empowering others, and leading with authenticity. As Callow summarized, the most effective leaders are those who remain adaptable, human centric, and purpose driven in a rapidly changing world.