Paul Williamson and Pam Mundy speaking on the Think Global Women panel


programme, people noticed a completely different presence. She led with authenticity, and now she runs a prestigious venue in London.” Her transformation wasn’t just personal. It


became a model for others. “People come to her for advice, coaching, and support,” he shares. “That’s what authentic leadership creates – a ripple effect of confidence and mentorship.” Reflecting on traditional perceptions of leadership,


he challenges the notion that leaders must be all-knowing decision-makers. “There was this belief that leaders had to be the biggest brain in the room,” he says. “But that’s outdated. If you’re leading a team of ten people and you’re the first to speak, you risk shutting down other valuable perspectives.” Instead, Williamson advocates for collaborative


leadership. “Your role as a leader is to create space for others to contribute. That’s where innovation happens.” This mindset shift is particularly relevant for leaders


across the organisation to contribute. Everyone had a voice in defining what great leadership should look like at ATG.” The approach wasn’t about imposing top-down


directives. Instead, it empowered employees to shape their own development journey. For executives navigating talent retention and leadership challenges, this bottom-up strategy offers a compelling alternative to the old “command and control” leadership style. By involving employees in leadership conversations, businesses ensure that diverse voices and opinions are heard, leading to greater innovation and creating a more fertile ground for new ideas. Williamson firmly believes leadership development is


never truly complete. “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.”


UNLOCKING POTENTIAL After the programme’s first two years, ATG’s emerging leaders were asked to present their leadership journeys. Williamson recalls how participants transformed from anxious, self-doubting presenters to confident storytellers. “Some were physically ill from nerves before their first presentations,” he says. “But by the end, they spoke with authenticity and passion. It was incredible.” Interestingly, these presentations didn’t just inspire


the emerging leaders themselves. Senior executives took notice. “Leaders came up to me and said they want to learn how to speak like that,’’ he recalls. One of the most striking outcomes of the Emerging


Leaders Programme has been the rise of authentic leadership. Williamson recalls a particular participant who initially struggled with public speaking. “She ran out of her first practice presentation. She was nearly sick from the fear,” he says. “But by the end of the


managing international teams, where navigating diverse perspectives is essential. Encouraging inclusive dialogue ensures that organisations harness the full breadth of talent, driving smarter decision-making and greater innovation.


FINAL THOUGHTS The panel discussions revealed that true leadership growth and career growth is not about titles or seniority. It is about curiosity, courage, and a commitment to lifelong learning. By creating spaces where people can step into their authentic leadership, businesses not only cultivate future leaders but also build resilient, adaptive organisations – ready to thrive in a complex global landscape. On a personal level, the ability to embrace your uniqueness, adapt to the unexpected, and harness every opportunity that comes your way will be valuable throughout your whole career journey. Gaining international experience, whether through careful planning or serendipity, can transform your career, open up future opportunities, and give you a greater understanding of the variety of different ways leaders can show up and inspire their teams.


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