Refer China: How can you adapt your leadership style?

Thought-provoking insights from three business leaders and Global EMBA alumni.

The CEIBS Global EMBA (GEMBA) programme attracts the best, brightest and most adaptive leaders from China and the rest of the world, bringing them together to learn from one another, as well as their globally minded professors.

As GEMBA Director Prof. Bala Ramasamy often says: "It's not easy to lead among leaders". However, the most recent event of the GEMBA Impact series brought together three very different individuals (who are also alumni of the programme), to share their experiences with fellow GEMBA students and alumni of how their respective leadership styles have changed during the branching pathways of their career journeys.

Hosted by Associate Professor of Management Byron Yee Sing Lee, this alumni panel discussion demonstrated that no matter how much you think you know, there is always more to learn; and, when it comes to leadership, there is no better place to start than knowing more about yourself.

Meet the Leaders

Susan Ren

Chief Strategy Officer

Tezign

GEMBA 2011

Greg Harbin

COO & Co-founder, Dakoko

Founder & CEO, Tennet Robotics

GEMBA 2017

Philip Lau

Vice President of Engineering, Asia

Stanley Black & Decker

GEMBA 2023

What makes a successful leader?

Philip Lau: Leadership is dynamic. Insights evolve, strategies shift, best practice changes, and what works today may not work tomorrow. If you strive to understand what is truly required of you, and remain open-minded enough to adapt your approach, you'll have the mindset needed to succeed as a leader.

In one of my early leadership roles, our German headquarters acquired a China-based company. HQ wanted to fully integrate this team into the global organisation, and I knew the China team were eager to become an integral part of the company. I kept that focus front and centre: helping the local team adapt to the new culture, and helping HQ build trust in the local team. Once you get this core focus right, the rest tends to fall into place.

Take the time to understand the expectations of your immediate team, as well as those of your company's leadership.

Greg Harbin: Being a leader means doing the "tough stuff". You know that the right path is hard, but you do it anyway.

I was lucky enough to be mentored by great people at Apple and Motorola. But despite that support, early on in my first leadership position I had to fire someone for gross misconduct. It rattled me so much that I almost decided that I wasn't cut out to be a leader. Fortunately, my bosses listened, reflected and convinced me that I had the right characteristics for the job. So, I stayed.

Successful leadership is tough, lonely and it will frequently give you cause to doubt yourself. But if you have the grit (and, ideally, good support from above), you can quickly train yourself to stomach the "hard, but correct" decisions and consistently choose them over the easier but often wrong options.

Susan Ren: I used to be very aggressive leader; I talked very fast, I talked tough, because that what I thought a good leader should do.

From my time at CEIBS, from my discussions with my classmates and professors, I have learned that good leadership often means talking less, and listening more. Specifically, I've learned to respect the truth that some people are not strong on some elements of their work, but they should be viewed as a "whole person" – their potential and inner strengths should not be overlooked.

As leaders, it is our job to ignite the passion of the whole team. We need to create the right conditions where the more vulnerable or hesitant team members feel inspired to come forward, overcome their challenges and give their best.

How do you handle setbacks as a leader?

Susan Ren: Last year was tough for me; several core team members resigned suddenly. It made me question my whole leadership style. However, it was a setback that helped me re-evaluate a lot of my assumptions.

Being a leader doesn't mean always holding the team together through sheer force of will. If you bring too much pressure to bear, your people will only tolerate it for so long before they leave. I was overusing goals, ambitions, and future personal success as direct forms of encouragement. Not everyone values these things above all else. Some people may want to spend more time with their families and on their own personal lives.

You need to create the right conditions for long-term satisfaction and a desirable work/life balance. Ensure that your team knows you understand their needs and they will feel valued. Instilling this feeling is the only way to grow their will to improve and succeed.

Philip Lau: I work in product development, so setbacks are a routine occurrence. We typically manage hundreds of projects a year. I've come to thrive in "firefighting mode", but ten years ago it really stressed me out.

These days, I readily accept that problems will arise. Managing setbacks is part of a leader's job, and the appearance of a setback doesn't indicate failure; it's an inevitable part of doing business in a complex, fast-paced world.

Control what you can control, accept that there will always be elements beyond your control, and cultivate a calm, creative mindset for dealing with issues as they arise.

Greg Harbin: I left Apple to work for a tiny manufacturing company. I couldn't afford top-quality talent and I initially struggled to lead people who couldn't just hear the "big vision" and run with it.

We were failing within the first six months of operations. I did what I had done at Apple, but it didn't work. So, I had to "reset" myself. I adjusted my leadership style to fit this new type of talent. It wasn't about the vision and overall company goals anymore; I was much more specific in showing how I would take them from point A to B, all the way to Z. This approach worked and within three months we broke even, becoming profitable within another three.

Knowing, evaluating and resetting yourself to adjust your leadership style to properly fit new situational requirements is invaluable.

Remember that setbacks and failures will teach you so much more than easy wins.

How does a career change influence your leadership style?

Greg Harbin: Major career changes can leave you with an acute sense of dislocation. In my case, I had to reconsider everything I knew about leadership, as it was quickly and ruthlessly tested in this entirely new professional context. The early months were incredibly hard, but those failures taught me to value people as much as processes, and how self-reflection is invaluable for good leadership. It's not a question of changing your subordinates to fit your style, you have to change yourself.

Susan Ren: During my early career, I was always the youngest person in the room. Now, I'm often the oldest person, and I see so much of myself in my younger subordinates. They are less fazed by authority, and more comfortable speaking up.

To work well with young people, you must respect their authentic selves, and aim to be authentic in your own actions. Respect their inner strength, don't expect them to be awed by you just because of your position in the company, or your experience.

Philip Lau: When I moved from a role in China to an Asia-wide leadership position, I realised the importance of not identifying or being identified as a leader from a particular country or region. I wanted everyone under my banner to feel part of the global team, with each national team equally valued.

I made a point of demonstrating this. I put transparency first and would "think out loud" in meetings so everyone understood the full context behind my decisions. I also went the extra mile to communicate with other teams, making it clear they weren't just important, but they were present in my strategic thinking.

If you step into a global role, or take on broader responsibilities, strive to represent the whole and be transparent. It brings everyone onto the same page and helps to dispel concerns about regional favouritism.

Professor Byron's Take: Five considerations for maintaining adaptive leadership

Understand your identity, and lead in a manner that is consistent with who you are.
Following your passion will enable your best leadership.
Remember that you are not infallible, even if your subordinates expect you to be.
Practise systematic reflection – always consider how you can learn, grow, and improve as a leader.
Find the right partner or employer whose values align with your vision for your career journey. They will give you the support you need to lead effectively.

About CEIBS Global EMBA

CEIBS Global EMBA is a top-ranked, part-time programme that balances China Depth and Global Breadth for high-achieving business leaders who want to take their career and personal development to the next level. With modules available in more than 20 destinations worldwide, a diverse student body from over 20 countries and regions, and two integrated cohorts running between China, Europe and Africa, CEIBS Global EMBA provides unparalleled opportunities for participants to expand their global network, while plugging themselves into China's largest business school alumni network.

CEIBS Global EMBA programme is designed for high-potential, upper-level executives and entrepreneurs to advance their careers by deeply enriching and developing their leadership skills and analytical capabilities.