Institution: IMD (Switzerland)
Course: High Performance Leadership Program
In November 2024, I had the privilege of attending the High Performance Leadership (HPL) Program at IMD Business School in Singapore. This immersive experience came at a pivotal point in my leadership journey and proved to be one of the most personally challenging and rewarding programs I’ve ever undertaken.
Unlike other executive courses focused purely on frameworks and business strategy, HPL was centred around the psychology of leadership and high performance. It offered a rare opportunity to pause, reflect, and deeply examine the patterns and drivers behind my leadership style. As someone whose business dealings are heavily centred around mergers and acquisitions, where influence, persuasion, and results often take priority, I’ve historically leaned into controlling outcomes and moving fast. This program turned that approach on its head.
Through intense workshops, peer interactions, and highly skilled facilitation, I was pushed to explore how I show up under pressure, how I regulate myself emotionally, and how I connect with others. One of the most profound lessons was learning the power of empathy and presence — not as a weakness or a soft skill, but as a fundamental leadership strength. I gained valuable insight into how to navigate emotionally charged situations, listen actively, and make space for others in a way that creates trust, not just compliance.
The tools and frameworks provided by HPL were practical, but it was the inner work — the real-time self-awareness and feedback — that created lasting impact. I walked away with a better understanding of myself, not only as a leader but as a human being. These shifts have already started to reshape the way I engage with teams, stakeholders, and even adversaries. In a world where outcomes are everything, this program taught me that how I show up on the journey matters just as much.
I remain incredibly grateful to IMD for creating such a powerful, human-centred program. The relationships I built with my cohort — all senior leaders facing their own versions of high-pressure leadership — have remained a source of insight, support, and inspiration.
This experience has challenged me to lead not just with strategy, but with authenticity and purpose. It’s a shift I intend to carry into every negotiation, partnership, and decision moving forward.
