The leaders who shape us: A journey of influence and impact

Fast Company

2 days ago

Leadership is often described as a journey, but it is rarely a journey we walk alone. From our earliest experiences to the highest levels of executive responsibility, the leaders we become are profoundly shaped by the leaders we observe. Role models' and mentors' impact on leadership development is undeniable and transformative.
Throughout my career leading Fortune 500 companies through times of growth, transformation, and uncertainty—from Coca-Cola to Hewlett-Packard to Xerox to Greif—one truth has remained consistent: We lead how we have learned. Whether those lessons come from extraordinary mentors who inspire us or from cautionary examples we vow never to repeat, they are the blueprint for how we show up for others.
THE POWER OF POSITIVE ROLE MODELS
Exceptional role models are often the unsung heroes of great leadership. They teach us not by lecturing or commanding, but by embodying the values, behaviors, and principles that make a difference.
A true role model:
Demonstrates integrity consistently
Leads with humility and purpose
Empowers others rather than overshadows them
Listens as actively as they speak
Stays calm and principled under pressure
Early in my career at Xerox, I worked under a leader who demonstrated these qualities. She taught me that leadership was not about being the loudest voice, but about being the most consistent presence. She modeled how clear values could be the anchor during turbulence, and her empathy created an environment where ideas thrived and people grew. From her, I learned that leadership is not a title you wear, but a responsibility that you carry always.
I learned a fundamental truth from role models like her: Great leaders plant seeds of greatness in others. They do not seek followers; they build more leaders.
LEARNING FROM THE 'ANTI-MODELS'
Interestingly, some of the most important leadership lessons come from what I call 'anti-models'—individuals whose behaviors, while perhaps unintentional, serve as vivid reminders of how not to lead.
At one point in my career, I witnessed leadership that valued short-term wins over long-term trust. Decisions were made with little consultation in that environment, and fear often replaced inspiration. Observing this firsthand taught me that leadership without empathy is unsustainable and that fear cannot create lasting commitment.
From these experiences, I made a promise to myself: No matter how challenging the business environment, I would lead with empathy, dignity, and unwavering respect for every individual.
LEADERSHIP IS A CONSCIOUS CHOICE
One of the most profound realizations I have had is that leadership is not inherited. Rather, it is a conscious, daily choice shaped by the role models we emulate.
When I transitioned to Coca-Cola, the company was expanding its global footprint, and I intentionally modeled transparency and resilience. We faced massive change, and I knew I needed to demonstrate that change is not something to fear, but an opportunity to lead with courage.
Later, at Hewlett-Packard, navigating a period of significant technological innovation and organizational transformation, I emphasized the importance of authentic and compassionate leadership.
Self-awareness is critical. At every major inflection point, I have asked myself:
Who am I modeling today?
Am I channeling the humility and resilience of my best mentors?
Am I rejecting the fear-driven patterns I once witnessed?
Growth begins with gratitude for the good models and vigilance against repeating the mistakes of the bad ones.
Today, one of the most inspiring aspects of leadership is realizing that we are someone else's role model.
At Greif, as we navigated transformation and global challenges such as the COVID-19 pandemic, I understood deeply that every decision and every interaction mattered. Employees watched not just what I said but how I behaved: how I treated people during times of stress, celebrated quiet contributions, and showed up in moments of uncertainty.
This knowledge humbles me. It reminds me that:
Someone is learning courage by watching how we handle fear.
Someone is learning fairness by observing how we allocate opportunity.
Someone is learning resilience by seeing how we navigate setbacks.
Leadership, then, is not just about achieving business results. It is about leaving a legacy of character, commitment, and community.
THE CALL TO ACTION FOR LEADERS TODAY
Leaders have an even greater responsibility to be intentional role models in an era of relentless change and uncertainty. We must:
Model adaptability, not anxiety
Model empathy, not entitlement
Model inclusion, not insularity
The world is not waiting for more powerful leaders. It is waiting for more human ones.
We must recognize that leadership is less about commanding and authority, and more about authenticity and coaching. The leaders who will thrive in the 21st century inspire others to say, 'Because of you, I did not give up.'
FINAL REFLECTION
As I reflect on the leaders who shaped my journey—from the compassionate mentors at Xerox to the courageous visionaries at Coca-Cola and Hewlett-Packard to the resilient teams at Greif—I feel deep gratitude and a powerful sense of responsibility.
Leadership is a living chain of influence, and we each have the power to strengthen or weaken it.
Let us choose to strengthen it. Let us lead in ways that honor those who led us well, redeem the lessons of those who did not, and inspire others to one day lead even better than we did.
Because leadership, at its core, is not about being remembered for what we achieved. It is about remembering how we made others feel—about themselves, their potential, and the future.