
5 myths holding back GenAI in the workplace
Here’s what leaders need to unlearn to scale AI across their organizations. ...
by Mary Meaney Haynes Published March 28, 2025 in Brain Circuits • 3 min read
In both boardrooms and crisis management, diversity of thought is crucial. It’s about bringing together varied perspectives, experiences, and problem-solving approaches. This diversity, coupled with psychological safety, leads to more robust decision-making and innovative, sustainable solutions.
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True leadership is about impact, not position. It stems from vision, action, and the ability to inspire others. It’s possible to lead and create significant change without formal authority.
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Whether breaking through a glass ceiling in a corporate setting or managing a long-term crisis response, persistence and resilience are key. The ability to maintain focus and energy in the face of challenges is a hallmark of effective leaders.
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Both in corporate leadership and crisis management, a learning mindset and agility are crucial. The ability to innovate, experiment, and adapt quickly to changing circumstances is another trait that distinguishes successful leaders.
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Whatever the context, leading by example is essential. It builds credibility, inspires others, and creates a culture of shared responsibility and commitment.
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Tackling systemic barriers is key to the success of any initiative. This includes resolving issues such as the pipeline problem in corporate settings and logistics issues in crisis response situations.
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Whether it’s mentoring programs in corporate settings or volunteer networks in crisis response situations, strong support systems are vital. They provide resources, share knowledge, and create a sense of community that’s essential for sustainable leadership.
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These seven principles of effective leadership are the same in formal structures and grassroots initiatives. By embracing these principles, you can help foster more resilient, innovative, and successful organizations and communities.
Mary Meaney Haynes is a seasoned business leader serving on the boards of Groupe Bruxelles Lambert (GBL), Syensqo, and Imperial College London. Her experience includes a career with McKinsey, as well as serving on the firm’s Shareholders Council. This diverse background provides Haynes with unique insights into the challenges and opportunities for women in leadership roles across corporate, academic, and consulting sectors.
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