Sandra Colhando – What’s your personal story that led you here in supporting Indigenous women, women of colour and doing the amazing work that you do?

Katja Henaway – Thank you, Sandra. It’s a privilege to be here today, joining the lands of the Gadigal people of the Eora nation in Sydney. I have a deep connection to indigenous communities, having been born and raised in North Queensland by my Torres Strait Islander grandparents. I grew up within Torres Strait Islander and Aboriginal communities.

After a period of living and working in the UK and traveling extensively, I returned to Australia in 2008. As a mature student, I pursued a Bachelor of Community Management at Macquarie University, which provided me with a deeper understanding of Indigenous history and the policies shaping Indigenous Affairs in Australia.

Following my degree, I specialized in Indigenous engagement, collaborating with organizations to design tailored programs for Indigenous communities. My passion for creating unique programs led me to design initiatives for people of color and women of color across the country.

Sandra Colhando – I know you’ve partnered with organisations with governments as well. What would your advice be for an organisation that’s unclear about why and where to start this journey?

Katja Henaway – My advice is that contextualization is highly effective. I’ve often been asked by various organizations and leaders why they should tailor their programs. Some are concerned it may segregate or divide, but the key is this: to boost engagement, contextualization is crucial.

For instance, universities use indigenous pathway programs to increase the enrollment of indigenous students. Similarly, when they aim to attract more refugee and migrant students, they create specific programs tailored to their needs. The same principle applies when transitioning from university to the corporate world, but often, we don’t see this level of contextualization in corporate environments.

What works in schools, universities, and higher education also holds true in the corporate sector and government.

Sandra Colhando – And you’re saying there’s not much happening in the corporate sector? This kind of contextualise? 

Katja Henaway – In many corporations, we often assume that because they already have a diverse workforce, engagement with diverse employees isn’t a concern. However, when it comes to advancing career leadership development and supporting diverse leaders, especially in promoting and hiring more diverse leaders, contextualizing leadership development becomes incredibly valuable. It’s an area where corporations can explore further.

Sandra Colhando – Before delving into the results section, it’s worth noting that organizations worldwide are at various stages of feminine leadership development. We’ve identified three main stages in our work:

Initial Exploration: These organizations are in the early stages, primarily driven by a general awareness of the importance of feminine leadership. They might be asking, “Should we explore this trend that others are adopting?”

Emerging Initiatives: In this category, organizations have already begun experimenting with various women leadership initiatives. While they may have seen some results, these efforts might not yet be fully streamlined. They are building their expertise in this area.

Flourishing Leadership: These organizations have women leaders actively claiming leadership roles, with a more balanced ratio of women in leadership positions. They recognize the business benefits of promoting diverse leadership.

In your experience, have you noticed specific indicators that reflect an organization’s maturity in their feminine leadership efforts?

Katja Henaway –  Certainly, I’ve observed significant differences in organizations, particularly in sectors like large consulting firms, banks, financial institutions, and many legal firms. These organizations typically maintain diverse workforces, resulting in higher efficiency and overall high performance.

On the flip side, organizations struggling to diversify their leadership often exhibit lower team performance. This contrast becomes more evident when comparing these corporate entities to government institutions. In government institutions, leadership roles tend to be predominantly held by individuals of Anglo-Celtic, white, European backgrounds, reflecting limited diversity in the bureaucracy and upper echelons of leadership.

The key takeaway here is that organizations in need of performance enhancement can draw valuable lessons from the successes of large legal and consulting firms in promoting diversity and reaping the benefits of improved performance.

Sandra Colhando – I found your insights interesting, and I’d like to add that the tech industry is another sector that actively addresses diversity. However, it’s intriguing to note that even in industries like tech, which emphasize diversity, there can still be a struggle to achieve equal distribution and representation in positions of power.

I’m aware that you’re doing significant work in this space, collaborating with governments and conducting workshops for women from diverse backgrounds. As organizations and institutions embark on this journey, what, in your opinion, is the most substantial challenge they will face? And how do you believe they can effectively overcome it?

Katja Henaway – A significant challenge faced by many corporations in Australia, I believe, is their hesitance to take the initial step. This reluctance often stems from a lack of awareness about the people of color leadership or First Nations leadership sectors, including their size and capabilities. Assumptions are made that these sectors are small, and there is uncertainty about the feasibility of running programs or filling program spots.

These assumptions need to be dispelled as they are not helpful. From my experience, when developing such programs, although they often begin on a small scale, they tend to grow rapidly. Many of these programs are innovative and unique, often being the first of their kind. Consequently, the market is often unaware of their potential for success. With the right support and leadership, these programs can achieve significant success in a relatively short time.

In essence, the fear of starting is a barrier that needs to be overcome in order to make meaningful progress in promoting diversity and inclusion.

Sandra Colhando – I can relate to that. The fear of starting often comes from a lack of data and concerns about results. Initiatives can appear more challenging than they are.

From an organizational standpoint, I suggest starting with small, impactful actions when exploring feminine leadership.

For individuals within organizations, regardless of gender or hierarchy, promoting diversity can be achieved by advocating for inclusion within your sphere of influence. Your role, no matter how small, can make a difference in fostering a diverse and inclusive work environment. It begins with small steps, and collectively, these efforts drive meaningful change but how can I still promote this with whatever role in space I have?

Katja Henaway – Raising awareness is essential because decision-makers may not be aware of existing programs or the experienced program designers available. Creating awareness about successful programs and the engagement they drive is crucial.

I recall my initial contact with Women and Leadership Australia, where I reached out through their online form. I noticed they lacked indigenous women in their program. After a conversation, we decided to partner. So, reaching out to organizations, offering your expertise, and letting them know you’re here to help can be a great starting point. I was fortunate they responded to my message.

Sandra Colhando – It’s a powerful and straightforward approach—sometimes all it takes is seeking opportunities and proactively pursuing them.

I recently spoke with another woman leader who shared a similar experience within our community. She highlighted the absence of a formal women’s leadership program in her organization. Despite this, she actively sought out suitable programs and advocated for her own development. Many organizations allocate budgets for employees to pursue learning programs, so individuals can take the initiative and nominate themselves. This shift empowers participants and leaders, as they actively seek opportunities, fostering greater connection, recognition, and positive outcomes.

In the realm of specialized leadership development, it’s crucial to avoid clumping different categories together. Customization is key to address unique needs effectively.

So I have two questions around it. How does the approach to women’s leadership differ for indigenous and then coloured background and women of non Indigenous communities?

If you could probably share two three unique points, each of these intersections under women? What would that be for an organisation or anyone working in this area to focus on?

Katja Henaway – The term “women of color” has gained prominence in recent years, but it’s interesting to note that some subsectors within this network may not identify with the term. Indigenous women, for example, often see themselves as First Nations women, while African women might prefer to be recognized as black women. Cultural identity plays a significant role, and many individuals identify with their specific culture.

From a First Nations perspective, the need for contextualized programs is evident, as their experiences and requirements in Australia differ substantially from migrant and refugee women who have settled here. While women of color may relate to certain aspects, First Nations women have a distinct set of needs and experiences.

To cater to these diverse needs, the trend is moving towards more granular contextualization. Separate programs for First Nations women, women of color, and various subsectors like Pacific Islander women and South Asian women are becoming increasingly important. These separate programs can better address the unique experiences and requirements of each group.

The need for this level of contextualization is a recent development, reflecting the evolving understanding of diversity and inclusion.

Sandra Colhando – Shifting the focus to organizations in an emerging state, those who are just beginning their diversity and inclusion journey can find it overwhelming. For them, initiating a comprehensive women’s leadership program can be challenging. The question is, how can we make it more accessible for them to take that crucial first step?

Katja Henaway – The quickest and most efficient way for an organization to launch a program like this is to outsource it to a business with expertise. Instead of developing the programs in-house, consider finding a local business with a proven track record in this area and outsourcing the work to them. This approach leads to quicker success as the external business brings its network and experience to the table, relieving the organization of the burden of developing such programs on its own.

Sandra Colhando –
I like that approach—bringing in specialists to support and exploring partnerships.

Indeed, the results and impact of a successful women’s leadership program are crucial. It’s not just a matter of running the program; understanding the success metrics is key. The impact can be impressive, with notable outcomes such as:

Improved NPS and Inclusion Scores: A shift from 70 to 88% in NPS and inclusion scores.

Enhanced Gender Diversity in Leadership: More women claiming and advancing in leadership positions.

Personal Growth and Career Advancement: Participants overcoming mental barriers, addressing gender biases, and becoming mentors for others. So in your view, what are some of the key metrics you’ve experienced from your shared way an organization can expect or look forward to a successful women leadership programme?

Katja Henaway –
Key metrics often revolve around boosting diversity in leadership. When a diverse person takes on a senior leadership role in an organization, it tends to have a cascading effect on the entire team. We’ve seen this impact in various fields, including politics, where the elevation of a few diverse leaders quickly influences the entire landscape.

One of the most critical metrics is the presence of diverse women in senior leadership roles and the subsequent diversification of the entire organization.

Indeed, a colleague recently shared an intriguing insight with me—the power of one to three. Research has shown that when you have one woman leader in an executive role, you often see the emergence of three more. This research is fascinating, especially as my team is predominantly composed of women. It’s not about bias, but it certainly amplifies diverse voices and representation within the organization.

It’s amusing that, while I work with many influential women, they sometimes create teams comprising exceptional First Nations women leaders. I wholeheartedly support women’s empowerment, but it’s important to remember that diversity encompasses more than just gender.


Sandra Colhando – I want to pick up two questions from the audience. What are some of the top challenges faced by women of colour from your experience, maybe top three challenges that you commonly see?

Katja Henaway – Certainly, some challenges are prevalent, particularly concerning career development. Many career leadership programs in Australia tend to be easily accessible to Anglo-Celtic and white European individuals, which creates a disparity for First Nations people and people of color. This accessibility gap poses a significant challenge for women of color and various women’s groups.

Institutional bias and racism are also substantial challenges, supported by numerous reports and anecdotal evidence. Furthermore, we encounter cultural and religious challenges, as individuals from diverse cultural backgrounds face certain limitations based on cultural and religious beliefs. Managing these internal challenges can be a hurdle for our progress.

Sandra Colhando – Yeah. I was gonna mention the third bit was also us holding ourselves back. Because yeah, some way there could be a bias that we are outsiders to it. So claiming the space. here for a second question is how do you see the role of mentorship in women’s leadership development? And what has been your experience with it?

Katja Henaway – Absolutely, mentorship is incredibly important, even though it’s often underfunded. Research consistently underscores its effectiveness. In my personal experience, both as a mentee and mentor, I’ve found it to be extremely valuable. It’s essential to be open to mentoring from individuals of different ages, backgrounds, or genders. Sometimes, being mentored by someone much younger can offer powerful insights and growth opportunities, challenging traditional mentorship norms.

Sandra Colhando – I do want to take one last question –  For the L&D folks here, any tips on how to influence internal leaders on investing in the space of women leadership development?

Katja Henaway – Influencing and securing investments can be challenging within your organization. It’s often helpful to look for successful examples in other organizations or gather data and feedback from such cases. Building a strong business case with evidence and presenting it to your organization can be effective. Many consulting firms and online reports offer data about the gaps in women of color’s career leadership development and the success of investing in such programs. Building a compelling business case is crucial.

Sandra Colhando – Absolutely, including a results metric is key. Start with a pilot program and measure the results. When you can showcase positive outcomes, the need for further influence diminishes, and progress becomes more straightforward.

Gatik Chaujer: First of all, as we get started, what led you to the place you’re focusing on these three areas – leadership, future and work and employee experience?

Jacob Morgan : My family’s journey began in the former USSR, with roots in the Republic of Georgia. Fleeing in the late ’70s, they moved to Italy, where my parents met. From there, we migrated to Australia, where I was born in Melbourne, eventually settling in the United States. Despite my mom’s emphasis on emotional openness, my dad’s influence led me to avoid vulnerability, shunning discussions about mistakes or failures.

My professional journey took a turn due to disappointing jobs, notably one in Los Angeles for a tech company. Promised exciting work and travel, I ended up stuck in mundane tasks. A defining moment occurred when the CEO asked me to fetch coffee. That experience, 15 years ago, marked the end of my full-time employment under others. It propelled me towards my current focus: creating organizations with engaged employees, fostering future-ready structures, and cultivating great leadership.

Gatik Chaujer : Jacob would love to hear your views on vulnerability and leadership and what’s changing, and I know you have this distinct difference that you talk about and being vulnerable and being a vulnerable leader, I love that example about the Continental Airlines CEO that you speak about. So can you talk to us a little bit about your perspective on vulnerability and leadership?

Jacob Morgan : Vulnerability and leading with vulnerability are often confused. A case in point is the story of Hollis Harris, former CEO of Continental Airlines, who, in the ’90s, sent a vulnerable memo to his workforce during the company’s struggles. However, lacking leadership, he was fired the next day. In contrast, Fleetwood Grobler, CEO of Sasol, faced a similar situation with a heavily indebted company. He, too, acknowledged challenges in a town hall but added the leadership element. He shared his vision, expressed confidence in the team, and invited collaboration to achieve success. This combination of vulnerability and leadership turned the company around.

A practical example is handling mistakes. Merely admitting fault is vulnerable, but to lead with vulnerability, one must also demonstrate the ability to learn and improve. This blend of vulnerability and leadership forms the “vulnerable leader equation”: Vulnerability + Leadership = Leading with Vulnerability. Often, the focus is solely on vulnerability, neglecting the crucial leadership component.

Gatik Chaujer : As you shared those stories, I couldn’t help but recall another favorite of mine—the Stephen Elop Nokia saga in 2011, the “burning platform” story. Your ability to connect vulnerability and leadership in communication resonates deeply. It’s not just about admitting what went wrong; it’s about setting a direction, discussing what comes next, and demonstrating continued leadership.
Now, shifting gears to storytelling and vulnerability, your experience in coaching and training for over a decade mirrors the evolving landscape. A decade ago, discussing vulnerability and authenticity in storytelling was a tough sell. Success stories took precedence, and vulnerability had its share of stigmas. Today, there’s a noticeable shift, and a significant part of our work involves helping individuals and organizations embrace vulnerability in their narratives.

So what role does storytelling play in vulnerable leadership?

Jacob Morgan – Well, I think it’s a pretty big part because part of being vulnerable is to connect with people.Storytelling holds significant importance in leading with vulnerability. Vulnerability inherently involves connecting with people, and storytelling serves as a pivotal means of establishing that connection. Whether sharing personal anecdotes, lessons learned, or challenges being faced and conquered, storytelling plays a central role in the vulnerability narrative. The way you communicate these stories, how they are presented, is crucial. In my book, I outline various personal attributes and traits necessary for leading with vulnerability. Among these, storytelling stands out as a crucial element—a connecting tissue that binds the narrative and contributes to the authenticity and connection derived from vulnerability. It’s a key aspect of the overall process.

Gatik Chaujer:
Absolutely. Vulnerable leadership revolves around connecting, communicating, and expressing authenticity. There’s a continuous need to bring in more vulnerability and learn to share stories and messages authentically. However, even today, Jacob, there’s a lingering challenge around vulnerability. Many leaders aren’t entirely comfortable with it. It’s not something that excites people because showing vulnerabilities might be perceived as revealing a “bad side” or looking uncomfortable. The hesitancy around vulnerability remains a challenge for many leaders. I’m sure you’ve got some research and some great experiences with some CEOs that you may have coached around, what are some misconceptions around being vulnerable that leaders have? And how have you shifted that for them? And what difference are they seeing? Leaders have these fears and misconceptions about being vulnerable? What are those? And what does your research tell you about how people can really be more powerful by being vulnerable?

Jacob Morgan – The first misconception is the fear that vulnerability will be used against you. While it’s true that it may happen occasionally, research on trust games suggests that people are more trustworthy than often perceived. On average, the likelihood of trusting someone is around 50%, but in reality, others can be trusted about 80% of the time. Vulnerability will be used against you at some point, but not as frequently as you might think. It’s a part of life, similar to facing rejection when asking for a promotion, a date, or more money. These occasional setbacks shouldn’t deter you from being vulnerable.

The second misconception, revealed through surveying 14,000 employees, is the fear of being perceived as weak or incompetent when showing vulnerability at work. The solution lies within this concern. To prevent this perception, it’s crucial to combine vulnerability with leadership. It’s not just about saying you made a mistake; it’s about demonstrating what you’ve learned. It’s not merely asking for help; it’s outlining how you’ll address the issue independently in the future. Leadership, coupled with vulnerability, is the key. By showcasing competence alongside vulnerability, you bridge the gap and show a commitment to improvement, dispelling the notion of incompetence.

Gatik Chaujer :
Absolutely, Jacob. Your point about not letting the fear of vulnerability hold you back resonates. In today’s transactional world, there’s a crucial need for leaders to shift toward more authentic relationships. Storytelling becomes a key tool for building these genuine connections.

I love your parallel with “failing fast” in tech organizations. Why aren’t we applying this concept to relationships? Starting with transparency and vulnerability can help identify what’s working and what’s not quickly. How do you see vulnerability, transparency, and “failing fast” intersecting in building effective relationships?

Jacob Morgan :
Absolutely, Jacob. “Failing fast” is not just about the failure itself but also about the crucial step of learning from it. Simply failing fast might not be beneficial unless you take stock of what you’ve learned. In stories from CEOs, I’ve heard instances where vulnerability was used against them. The key is the choice they made afterward—they could have chosen to never be vulnerable again, or they took a step back to reflect on what they learned about themselves, the situation, and the other person. It’s about moving forward with the valuable lessons gained and applying them to future interactions and relationships.

Gatik Chaujer : Absolutely, Jacob. It’s not just about being vulnerable; it’s about embracing vulnerable leadership. The essence lies not just in failing fast but in failing fast and then taking actionable steps based on what you’ve learned. That integration of vulnerability and leadership is powerful.

Now, Jacob, given your extensive experience interviewing and coaching numerous CEOs and leaders, do you observe a common pattern among successful leaders who effectively use storytelling? Have you found that those who excel at being powerful leaders often leverage storytelling as a tool to connect, be vulnerable, and demonstrate leadership?

Jacob Morgan : Absolutely. Speaking inherently involves storytelling. Every time you share something about yourself or express vulnerability, it’s embedded in a narrative. Mastering the skill of storytelling is crucial for controlling the narrative of your story. Many leaders I’ve interviewed emphasize the importance of storytelling in connecting with others and framing discussions effectively. It’s impossible to navigate leadership, especially with vulnerability, without the art of storytelling—how you express things and structure your narratives is integral to leading with vulnerability.

Gatik Chaujer:
Absolutely, Jacob. It’s fascinating to hear about your insights, especially with your wealth of experience in coaching and interviewing various CEOs. I appreciate the connection you’ve drawn between leadership and storytelling—it’s indeed integral to navigate vulnerability in leadership effectively.
On another note, your upcoming book, “Leading with Vulnerability,” sounds compelling, and I’m sure our viewers will be interested. We’ll share the link for preordering in the comments. Also, your earlier work on employee experience, as seen in “Employee Experience Advantage,” speaks to a crucial aspect of organizational success. The recent Gallup survey underlines the hefty cost of employee disengagement.

Given this, how do you see leading with vulnerability impacting employee engagement and motivation within organizations? If you have any stories or examples from your experiences working with companies or clients that illustrate this shift, it would be fantastic to hear about them.

Jacob Morgan:
Absolutely, leading with vulnerability significantly impacts employee engagement. It creates connection, builds trust, and allows employees to bring their whole selves to work. Julie Golden, the executive chairman of CGI, noted increased engagement anecdotally through their focus on vulnerability. Leading with vulnerability is a key factor in fostering a human-centric workplace, contributing to a positive employee experience and engagement.

Gatik Chaujer :Both stories of success and stories of failure have their place in leadership. Sharing stories of success can inspire and motivate, while stories of failure add authenticity and relatability. However, the key is not just in telling the story but in providing the steps taken and lessons learned. The combination of vulnerability, storytelling, and leadership is crucial for creating a meaningful impact on employees and fostering a positive workplace culture. As long as you’re not just talking about failure, you’re talking about the steps after? What do you think about stories of success versus stories of failure? From a leader perspective?

Jacob Morgan :
Absolutely, you need both. Having only stories of failure might raise questions about competence, while solely focusing on success may come across as arrogant. Balancing stories of failure and success is essential. Both offer valuable lessons, and everyone has experienced both sides. It’s crucial to acknowledge and share both aspects of your journey for a more authentic and relatable leadership approach.

Gatik Chaujer:
Absolutely, finding that balance is crucial. It’s natural to want to highlight successes, but authentic leadership involves sharing the whole picture, including failures and the valuable lessons learned. It’s in that balance that leaders can truly connect with their teams and build trust. So for leaders watching this, what would be your top three messages, top three tips? What would those three things be that you’d like to share with them?

Jacob Morgan:
Absolutely,Practice the Vulnerable Leader Equation: In everything I do, I aim to integrate both vulnerability and leadership when appropriate. In any situation with vulnerability, I ask myself, “Where can I also sprinkle in leadership?”

Vulnerability Mountain Framework: I follow the concept of the Vulnerability Mountain. I identify the scariest thing I could do (the top) and something I can do easily today (the base). I take steps each day, week, and month to climb from base camp to the peak, gradually improving and experimenting.

Use the Vulnerability Wheel: I created a tool called the Vulnerability Wheel. At its center is intention. I make sure not to share or do anything without a clear purpose. It prevents turning engagements into therapy sessions, which isn’t suitable for a workplace setting. I always ask myself, “Why am I doing this? Why am I sharing this?”

These are foundational practices I recommend starting with.

Gatik Chaujer : I also know that some of our viewers are from the HR or learning and development community, Jacob, in organisations, they had manage HR learning and development. I know a lot of our viewers are from that, from that space. And for those of them watching this, who are keen and who get it, they want to create a culture of vulnerable leadership, they want to create a culture of sharing, they want to create a culture of authenticity. But they may be trying to figure out what’s the best way to go about doing it. Any advice, any tips for HR and learning leaders on how they can start building a culture of vulnerability within the organization?

Jacob Morgan : Absolutely, you lead by example. It starts with you, right? I mean, you can’t tell other people to do it, you have to lead by example. If you do it, other people will do it as well. So if I were an HR leader, I would probably start practising it myself, I would start having conversations with other leaders inside the team in the organisation about what leading with vulnerability means and how to practice it and implement it, I would start teaching it to other people, at the very least introduce the language to your team in your organisation so that they’re familiar with what it is. But by far, the best piece of advice is, if you want other people to emulate the behaviour, you gotta start doing the behaviour yourself.

Gatik Chaujer : We’ve got a few questions coming up there, Jacob, what can we do to get sharper on our storytelling with vulnerability skills because she says there’s a thin line between storytelling and oversharing. So how can we kind of sharpen that? What can we do?

Jacob Morgan : Yeah, I mean, you can definitely overshare. And we all know people who overshare at work and in our personal lives. And the reason why those people overshare is because they forget to focus on the intention. Usually, when people know why they’re sharing or doing something, they tend to be very clear about what it is that they’re sharing, and why it is that they’re sharing it. And oftentimes, when you are engaging and interacting with somebody who’s just talking nonstop, and they’re just sharing everything and talking about anything, that’s somebody who has no idea why they’re doing it to begin with, they’re just doing it. And so the simplest answer to that question is take a step back and say, what is it that I want to share? And why is it that I want to share it? Once you answer those two things, then you’ll find that whatever comes out of your mouth after that, or whatever you do after that is going to be much more clear, much more defined, much more targeted, and it’s going to create a little bit of a self-censor, so that you don’t just, you know, start blabbing about everything in anything.

Gatik Chaujer:
Another Question is – what are the impairment impediments to being vulnerable and taking action? And is there an example that you could share?

Jacob Morgan – The biggest impediment to being vulnerable is often yourself. Fear of how others perceive you, particularly as weak or incompetent, can hold you back. Overcoming this involves adding leadership to your vulnerability and fostering motivation. Motivation is crucial for translating words into actions, ensuring you actively learn, grow, and improve. So, the primary obstacle is internal, and cultivating motivation is key.

Gatik Chaujer :Thank you so much for making time to come in on The Leaders’ Cafe.
We will be out with the details of the next Leaders Cafe’ shortly. And thank you very much until we meet again, have fun and happy vulnerability. Happy storytelling

Gatik – What’s your view around development of managers and leaders and getting them future ready in Ericsson’s language?

Priyanka – As I mentioned, I’m thrilled to be here and share my thoughts. I firmly believe in the two-way learning nature of these forums. I learn a lot from our audience’s questions and value open dialogue.

In response to your question, early in my career, a mentor emphasized the critical role of leadership in any organization. He stressed that even with the best strategy and technology, without strong leaders, failure is inevitable. Conversely, when facing challenges, strong leaders can lead to success.

For me, leadership development is foundational. It’s key to Ericsson’s success and any organization’s success. We prioritize investing in our leaders alongside technology and other aspects of the business.

Throughout our long history, we’ve faced tough times. In 2017, we were in a challenging situation, but our people and leaders believed we could overcome it, and we did. This experience shaped my leadership journey.

Leadership development is our secret sauce. We invest in our leaders with development programs, interventions, and learning opportunities. What sets us apart is our commitment to nurturing future leaders, creating a strong leadership pipeline.

Gatik – Absolutely, Priyanka. Your journey from the challenges of 2017 to Ericsson’s current leadership position is truly remarkable. It’s inspiring to see such a rapid transformation.

Now, I believe our audience is also feeling connected and inspired by this journey. It’s a classic example of a burning platform experience where you went from severe financial and technological challenges to being at the forefront of your industry in a relatively short time, just three to four years.

So, the burning question for many, including myself, is: How did you do it? What are the key ingredients? Can you distill it down to the core principles and philosophies of leadership and manager development at Ericsson that contributed to this success?

What are some core principles or philosophies around some specific core principles and philosophies around Manager Development or New Age leader development that have really helped you in this journey?

Priyanka- Certainly, Ericsson’s journey has been marked by our commitment to a unique culture built on a strong sense of purpose: making the unimaginable possible through connectivity. This culture, guided by core principles and philosophies, has been instrumental in our success.

First, we emphasize fostering a growth mindset. In our ever-changing industry, challenges and opportunities constantly arise. We encourage our leaders to view every situation as an opportunity and invest heavily in nurturing this mindset.

Second, we’ve crafted a Win-Win narrative. It’s crucial to articulate what we expect from our employees and leaders and what they can expect from us. We’ve committed to being there for our people in every significant moment, with curated conversations, flexibility, and empowerment. This approach makes every leader feel like a CEO running their own business.

Additionally, we’ve invested in our 10,000-plus leaders, equipping them with the behaviors we value most.

Empathy, compassion, encouraging open communication, promoting collaboration, and recognizing collective success are among these behaviors. Our leaders understand that in our organization, collective success is highly valued.

In summary, our core principles and philosophies are communicated clearly to our leaders, and they have a significant impact on our culture and where we are today.

Gatik – Absolutely, and it’s evident, Priyanka, that your passion shines through in your insights. You’ve highlighted the importance of constant investments in leadership, and it’s clear that leaders are at the forefront of your organization. You mentioned behaviors like growth, empathy, and speaking up, which are crucial in your HR journey. Ericsson has been a pioneer in this area, even before it became a widespread practice.

As we continue our conversation, I’d love for you to share insights and tips for our community, especially fellow HR professionals who may be on their own journey of building manager competencies. But before we delve into that, could you elaborate a bit more on the importance of behaviors like growth and empathy? These were not as commonly discussed a few years ago, and there’s been a significant shift in organizations prioritizing these values.

So what are the focus areas are the competencies or behaviors that Ericsson is focusing on for its new age managers now? versus three years, four years back? And how is there a difference in how you’re getting people?

Priyanka – Certainly, it’s quite a thought-provoking question. It forces me to reflect on our long journey at Ericsson, where building leaders has been our primary focus. We view leadership development as an evolutionary approach, recognizing that our leaders and development techniques must evolve continuously. This adaptability is essential in today’s world, where change is the only constant.

We’ve witnessed rapid transformations in our industry and the world, such as geopolitical shifts, technological advancements, and the COVID pandemic. To navigate these changes effectively, we rely on our leaders to guide their teams. Investing in them has been the key to our seamless transition from challenging phases to thriving ones.

“At the heart of our approach is the belief that people are our greatest asset.”

This belief has been integral to Ericsson’s culture, resulting in employees who stay with us for years, even decades. We prioritize creating moments that matter, demonstrating empathy and a deep sense of humanity.

Our leaders play a crucial role in this. They’re not just managers but coaches who engage in meaningful conversations with our people. They create an environment where employees feel psychologically safe and are encouraged to speak up. This approach fosters innovation, growth, and unprecedented career journeys.

We’ve shifted our focus towards power skills and continuous learning, embedding them in our organizational DNA. Leaders are encouraged to engage in continuous learning to stay updated and ensure real-time interactions with their teams.

However, it wasn’t always smooth sailing. Transitioning to a hybrid work environment presented challenges. We had to build trust, foster teaming, and maintain a sense of belonging in a virtual setting. It was an iterative process that required significant investments in leader support and development.

Gatik – I know our community consists of a lot of business leaders, a lot of HR leaders, a lot of learning leaders in various organizations, big mid size small and like I said, So what would be your top recommendations to the folks watching this video wanting to strengthen their leader Manager Development future proofing the leaders, what would be your top two three suggestions, advice or best practices ready that you could share?

Priyanka – Certainly, I can share some key practices we value at Ericsson when it comes to learning and employee development.

“First and foremost, we have a zero-tolerance policy for zero learning. This means we emphasize continuous learning and make it a non-negotiable aspect of our culture. It’s not just about providing learning opportunities; it’s about every employee taking charge of their own learning journey. We firmly believe that every employee is the CEO of their career, and their leader is their mentor, guiding them on this journey. We provide various learning resources, tools, and technology, but the responsibility lies with the individual to decide what, where, and how they want to learn. This approach empowers employees to be proactive about their development.”

Secondly, we focus on growing careers for potential, not just proven competence. We consider every employee as talent and are committed to investing in their growth. This means offering opportunities like shadowing, job rotations, and international roles to help them achieve their career aspirations. We encourage employees to envision and plan their career paths, and we provide the support and resources they need to make it happen.

Lastly, our organization is deeply committed to developing our own talent. Approximately 60% of our leaders are homegrown, which reflects our dedication to nurturing and promoting talent from within. We invest in our people, helping them transition to new roles, whether horizontally or vertically, and succeed in different territories. This commitment to our employees’ growth is a cornerstone of our culture.

In summary, our key practices revolve around continuous learning, employee empowerment, and a strong commitment to growing and developing our talent from within.

Gatik – So the first one I’m going to pick up is this question – According to you, what’s the first step in this direction for upcoming organisations? And the question is, what is the first step in this direction of investing in future leaders or succession planning?

Priyanka – Absolutely, here are the key takeaways:

Trust and Acceptance: Building trust and gaining acceptance from employees is crucial for successful succession planning. Employees need to see real positive outcomes resulting from this commitment.

Open Talent Market: Embracing an open talent market approach where every position is advertised and visible to all employees promotes transparency and equal opportunity. Anyone can apply for open positions, ensuring a fair selection process.

Comprehensive Succession Planning: Implementing a thorough succession planning process is essential. This includes short-term, medium-term, and long-term plans for critical positions. Identifying skill gaps and proactively investing in individuals to prepare them for future roles is a key component.

Hiring for Potential: Encouraging leaders to hire based on potential rather than just proven competence is essential. Developing and grooming employees for more complex roles should be incentivized to foster a culture of growth and development within the organization.

Gatik – Absolutely, Priyanka, I completely resonate with your insights, especially regarding the importance of leadership buy-in. For smaller or midsize organizations looking to implement effective succession planning, it’s vital to focus on gaining the support and buy-in from their leadership teams. This could involve showcasing the value of succession planning through case studies and real-world examples. Additionally, reaching out to experienced leaders like Priyanka and seeking guidance from their network can provide valuable insights and direction. Building a strong case for succession planning and demonstrating its benefits can pave the way for successful implementation in organizations of all sizes.

Another question ‘d be curious to know how Ericsson manages intergenerational teams, right, where the learning styles may vary generationally for Gen X, millennials and Gen Z. What have your experience internally been around this? How has Manager Development changed across different intergenerational groups, is there a difference in the way you look at leader manager development?

Priyanka – Absolutely, and this is a significant consideration given the diverse generational mix in today’s workforce. At Ericsson, we’ve embraced this diversity and recognized that people have various learning preferences and styles. Our approach has always been evolutionary, ensuring that we don’t leave anyone behind.

“Flexibility is crucial. We provide multiple learning options to cater to different preferences, whether it’s classroom-style, flexible, or modular learning. We believe that learning should resonate with an individual’s personal style; otherwise, it won’t be effective.”

Additionally, we encourage learning cohorts that include members from different generations. This allows individuals to learn from each other, bridging the gap between legacy and new technologies. Learning together fosters collaboration and camaraderie, creating a more rewarding experience than a one-size-fits-all approach. In summary, flexibility in learning styles is our key mantra to accommodate the diverse needs of our multi-generational workforce.

Gatik – What foundational skills should a first time manager prioritise while developing to ensure Successful start in the leadership role. What foundational skills – maybe top three top five should be prioritized to help a first time manager be successful in starting their road.

Priyanka – Absolutely, let me condense it:

For first-line leaders, embracing essential qualities is vital. At Ericsson, we highlight humility, clarity, and courage.

Humility: First-line leaders must be open to ideas, feedback, and continuous learning. A growth mindset is essential.

Understanding Expectations: Leaders need a clear understanding of the organization’s principles, behaviors, and culture.

Courage: Leaders should have the courage to be open, transparent, and engage in clear dialogues with their teams. Building relationships is crucial.

Open Communication: Effective, open, and transparent communication is foundational. It strengthens relationships and drives successful team outcomes.

Never Stop Learning: Leadership doesn’t mean stopping learning. It’s crucial to embrace continuous learning as a lifelong process for personal growth and leadership success.

These qualities are foundational for first-line leaders.

Gatik – I’m sure the community has taken away a lot. And thanks, Priyanka, for making time, I know you’re super busy driving all these amazing things at Ericsson. But thank you so much for making time to contribute and create value for the community.

Priyanka – I think I just feel it’s been a truly reflective experience for myself. So thank you so much for giving me this opportunity. Appreciate it.