Thriving not surviving as an executive leader

It is easy to fall into the motion of surviving, upholding basic necessaries and routines in our often fast-paced day to day.

As a leader, however, you must show up as your best self to inspire and enhance all tiers of an organisation that fall within your responsibility. 

And to do so means leaders must thrive – not just survive.

What is thriving in executive leadership?

According to specialised executive and leadership development mentor, Positive Persuasion Founder Margo Halbert, thriving in leadership involves making sound decisions through good judgement and strategic planning. 

“Your decisions align with the practised values of the organisation – not a set of marketing values plastered on walls,” she said.

“Thriving leaders communicate a compelling vision for the future, articulating a powerful narrative explaining the ‘why’ behind their vision.”

According to Rezilium Chief Executive Officer and R U OK? Conversation Think Tank Chair Kamal Sarma, individuals often confuse surviving or coping with thriving. 

“Most people will come up to you and ask how you are doing, and the answer would be ‘I’m tired’ or ‘I’m exhausted’,” he said. 

“Thriving is having that extra so you can give it to people you care about who need it.”

Characteristics needed to thrive as an executive leader

In a society facing multiple stressors, Ms Halbert said we needed highly capable leaders in executive roles who embodied vision and values and those willing to stand up for their beliefs.

“Recent events involving some of our top companies underscore the need for leaders with character, good judgment and interests extending beyond personal gain,” she said. 

Ms Halbert said executives who thrived maintained a delicate balance between working on the business and within it. 

“They possess a robust sense of self, and uphold personal disciplines that promote a healthy body, mind and relationships, which in turn, fosters a healthy business,” she said.

“They surround themselves with talented individuals who both challenge and support them.”

According to Mr Sarma, you need four characteristics to thrive in an executive leadership role: personal, people, purpose and planet connection.

“Personal connection is if you feel disconnected from yourself, you don’t thrive,” he said.

“People connection is where we live in a hyper-connected world, but we can sometimes feel disconnected. 

“A lot of people chase profit, progress and a payoff, and what I’ve been very lucky to experience with R U OK? is that it’s really about the people, the purpose and the passion. 

“When you follow your purpose, your passion and people – and you invest in people – that’s when magic happens.

“Next is purpose connection, where if you feel connected to something bigger than yourself, do you get up in the morning and go ‘woohoo, I’m ready to go’ because you have something to pull you out of bed that you’re excited about?

“Lastly is planet connection – we’ve lived more in urban cultures, so to reconnect with the planet helps our ecology.”

Maintaining leadership and risks 

Mr Sarma said there was no such thing as work-life balance now.

“Life and work are totally integrated because of our phones and emails – you’re always on,” he said.

“People pay a very high price, and they are trying to do what I call using last century’s tools to solve this century’s problems. 

“So, what happens is a lot of people haven’t made the shift to thinking differently, communicating differently and behaving differently.”

According to Ms Halbert, there is an increasing focus on risk management for executives. 

“The social licence to operate a business and societal expectations of business means executives need to be aware of risk,” she said. 

“Their values and moral compass need to align with wider societal expectations. 

The heightened scrutiny and expectations can make these roles daunting.”

According to Mr Sarma, the biggest risk is not being coachable or not having mentors. 

He said executive leaders needed a professional, personal and relationship mentor.  

“Those three things are so important; they are like three legs of a stool – if one doesn’t work, you can really struggle,” Mr Sarma said. 

“I believe that we have to get on the front foot, and mentors are great because they can share your blind spots.

“They are ahead of the curve, and they know what you are going to go through before you even go through it.

“A mentor is somebody who can fire you, but you can’t fire them.”

Personal experience and values shaping leaders

Ms Halbert said personal experiences absolutely shaped how individuals navigated leadership. 

“Personal experiences shape our values and beliefs, profoundly impacting leadership style and decision-making,” she said.

“Self-awareness is critical in leadership development. 

“Engaging with diverse and vibrant communities fosters personal growth, challenges our preconceptions and enriches our leadership approach.”

“You have no chance but to bring your whole self to work,” Mr Sarma said. 

“Everything you do – the way you communicate – since you were a kid has been shaped by the environment you grew up in. 

“Did you grow up in a dominating environment or did you grow up in an egalitarian environment?

“This determines the way you communicate and the way you interact with people, which is a huge factor in how you show up at work and how you lead.”

Forward-thinking approach to leadership

Both Ms Halbert and Mr Sarma said thriving as an executive was a continuous journey. 

“Executive leaders must maintain a high level of personal discipline, commitment to a healthy lifestyle and a dedication to lifelong learning,” Ms Halbert said.

“Essential traits include a strong sense of self, humility, curiosity and a sense of humour. 

“Being actively involved in diverse communities is also crucial.”

Mr Sarma said learning how to unlearn was essential for a forward-thinking approach in leadership roles. 

“Once upon a time, when we were young, we learnt how to eat a certain way and move a certain way, but then we still keep on eating those chips and pizzas, and our body says we can’t eat like that anymore,” he said.

“Or in our relationships, we think what worked initially when we started going out doesn’t work five or 10 years into the relationship, and that’s why we struggle. 

“So, what worked in your career when you first started won’t work in your career five or 10 years down the track. 

“You have to rethink and unlearn the old formula, or you stop thriving.

“It has to be a process of learning and growing all of the time. 

“We should be spending about 25 per cent of our time and energy learning new things.”