“ Senior leaders often think they’ve learned on the job, so they assume they’re done. But leadership is a continuous journey. The best leaders are those who remain open to learning.”


PAUL WILLIAMSON, AUTHOR & HEAD OF TALENT DEVELOPMENT, AMBASSADOR THEATRE GROUP (ATG)


Traditionally, international assignments in complex


regions have been dominated by men. Mundy’s career challenges that norm. “Being an early childhood specialist often invites


scepticism,” she said. “In meetings, I’ve had people either dismiss me or immediately launch into stories about their own children.” Rather than feeling undermined, Mundy saw these moments as opportunities to shift perceptions and demonstrate the transferable value of her expertise. This resilience is particularly relevant for companies


seeking to diversify leadership talent. Often, qualified women hesitate to pursue international assignments due to perceived risks or doubts about their readiness. Her advice? “Someone has to be the prime minister. Someone has to be the president. Why not you?” For global mobility leaders, this mindset shift can be


a game-changer. By fostering confidence and supporting diverse candidates, companies can unlock untapped talent and begin to build their leadership pipelines. For individuals, this fearlessness and willingness to take opportunities that arise can help to build experience and valuable skill sets.


CURIOSITY AS A SUPERPOWER While some professionals meticulously plan their next career move, Mundy champions curiosity as the most powerful career driver. “The biggest piece of advice I give is to follow what’s interesting,” she says. “You may not know everything about a new opportunity, but you can build on the skills you have.” Her decision to work in Nigeria exemplifies this


mindset. During a leadership training session, attendees were asked if they’d consider working in Nigeria – a location often perceived as high-risk. Most declined. Mundy, however, didn’t hesitate. “I remember thinking, “Why not?” she says. “The next thing I knew, someone asked, “What are you doing next Thursday?”


68 One of the most practical lessons Mundy shares is


the importance of cultural humility. “You can read every cultural guide and prepare thoroughly, but the best learning happens on the ground,” she says. “It is about listening, observing, and asking questions.” She distinguishes between the “big C” of culture


– the visible aspects like language, dress, and customs – and the “small c” – the nuanced social behaviours and business norms that often go unspoken. “Understanding both is key to navigating any new environment,” she advises. For leaders facilitating international assignments,


promoting cultural training is a valuable first step. However, Mundy emphasises the importance of encouraging authentic interactions. “The real insights come from conversations with the people who live and work there. Be curious. Ask. Learn from their perspectives.”


CHAMPIONING AUTHENTIC LEADERSHIP In a fast-paced and dynamic industry like live entertainment, the need for effective leadership and talent development is essential. Williamson described the benefit of ATG’s intentional leadership development programmes. His belief in lifelong learning and authentic leadership has not only influenced emerging leaders but also reshaped senior leadership perspectives. For executives in global mobility seeking insights into building leadership pipelines, his experience offers valuable lessons. Ten years ago, ATG launched its Emerging Leaders


Programme with one fundamental question: Where are our future leaders? It wasn’t a rhetorical question, but rather a strategic move. “We didn’t know where our future leaders were in the


business, and we got curious,” he explains. “We designed the programme to be inclusive, inviting managers from


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