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Category: Leadership
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Do We Learn Enough From the Experience, or Just Chase the Next Big Thing?
In the rush to climb higher, many of us forget to stand still. We often chase the next big challenge, the next title, the next move, yet rarely pause to truly absorb the last experience. Think about it. You have delivered a high impact project, closed a major win for your client, or completed a
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Comfort is a liability when stability turns into stagnation.
Every leader working in GCCs knows the early journey well. You start with chaos, no playbooks, no processes and limited talent. Then comes stability through SOPs, SLAs, Audits, Operating processes and Predictable delivery. Everyone breathes a little easier that the center is now mature, efficient and reliable. However there is an uncomfortable question: When does
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The Leadership Multiplier Effect
Before strategy takes flight.Before transformation is visible.Before dashboards reflect progress… It begins quietly, with a conversation, a point of view, a decision made deeper in the ranks.In Global Capability Centers, this management layer is often overlooked, but that’s exactly where the real acceleration lives. Operations Managers.Team leads.Department & Support function heads.The bridge between vision and
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Are you as a leader still just running processes, or are you actually solving problems?
Most capability center leaders pride themselves on flawless execution. Processes may be lean, SLAs are met and volumes are being handled. But here’s the question that often gets overlooked: “Are we creating value or just completing tasks?” In my experience leading shared services across HR, Sales, Finance, Procurement, Admin, technology & analytics I have realized
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Leadership in Capability Centers is no longer about command and control. It is about conscious, collaborative, and contextual leadership.
Not all leadership is taught. Some of it is observed, some is absorbed, and most of it is shaped through experience. Over the last few weeks, i have shared a leadership model rooted in what has been observed from real people driving real change in fast paced, complex environments. This model is not meant to
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The Flame Leader – drives momentum, fueling transformation.
Every transformation needs a spark.Every bold move needs a push.Every breakthrough needs belief. Flame Leaders don’t wait for permission, they create momentum where none exists. They are the energy carriers. The ones who don’t just manage change, they ignite it. These are the leaders who rally teams during ambiguity, and take on the impossible with
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⚓️ Anchor Leader – Steadying teams, provides stability & trust.
In high growth environments, stability is not about the absence of change, it is the presence of trust. The Anchor Leader grounds their teams in consistency, clarity, and calm. They are not always the ones launching bold new ideas, but they are the ones ensuring those ideas get delivered, scale, and sustain. In Global Capability
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Mirror Leader – Reflecting the team’s voice. Building a sense of belonging.
Every transformation begins with listening. The Mirror Leader is not the loudest in the room, but often the most powerful. They lead through reflection making it safe for people to speak, challenge, and grow. In teams where organizations scale across functions, geographies, and expectations, the Mirror Leader helps build trust at the speed of change.
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The Compass Leader — Leading with Strategic Direction and Purpose.
Not all leadership is about being at the front.Sometimes, it’s about becoming the fixed point others align to, especially in fast changing environments. The Compass Leader is that steady force. They are the ones who bring focus when complexity rises.They set priorities when everything seems important.They ensure that teams are not just doing more, but
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The Four Faces of Leadership: A Framework for Capability Centers.
Not all leaders lead the same way. And that’s the beauty of it. Over the years, through different roles, teams, and transitions, I have had the chance to observe and learn from a range of leadership styles. Some leaders bring structure, some spark vision, others build trust by simply showing up consistently. What stood out
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Do employees feel more accountable under empowering managers?
Have you noticed that the best teams don’t need to be micromanaged, they own their outcomes? It often comes down to one thing: empowering leadership. When managers empower instead of dictate, they don’t force accountability, they inspire it. Here’s what happens under empowering managers: – Teams have clear goals and context. They act decisively because
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Turning Failure into Strength.
As leaders, it’s easy to unintentionally treat failures as punishments. However doing so quietly erodes trust, innovation, and resilience. It is a habit we must consciously break. Based on my experience, here are common scenarios where this happens and the deeper consequences they create. 1️⃣ A team member suggests a new automation for a process.
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