Leaders can't delegate learning

I'm grateful to be part of a firm like PwC, where our senior leaders prioritize continuous learning as a core value. Mohamed Kande has said as leaders we can delegate many things—but learning isn’t one of them. Paul Griggs has challenged us to think and act differently—because the world isn’t standing still, and neither can we. The responsibility to stay sharp, challenge our assumptions, and grow is ours alone. The world moves fast, and approaches that were cutting edge yesterday may not work tomorrow.

With that in mind, last week I had the privilege of attending Harvard Business School’s Leading Global Businesses program. Engaging with brilliant faculty and peers provided valuable insights into what it takes to lead in this era of rapid change.   

Here are five of the insights from my week at HBS that I’ll take with me: 

𝟭. 𝗧𝗵𝗲 𝘄𝗼𝗿𝗹𝗱 𝗶𝘀 𝘀𝗵𝗶𝗳𝘁𝗶𝗻𝗴, 𝗮𝗻𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘀𝗵𝗶𝗳𝘁 𝘄𝗶𝘁𝗵 𝗶𝘁.

We no longer lead in a stable, linear environment. Globalization is being rewritten, technology is reshaping industries, and stakeholder expectations are more complex than ever. Leadership today isn’t about executing a playbook—it’s about adapting in real time.

𝟮. 𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗿𝗲 “𝗟𝗲𝗮𝗿𝗻-𝗜𝘁-𝗔𝗹𝗹𝘀,” 𝗻𝗼𝘁 “𝗞𝗻𝗼𝘄-𝗜𝘁-𝗔𝗹𝗹𝘀.”

In times of change, expertise has a half-life. The leaders who thrive aren’t those with all the answers but those who ask the best questions, are humble, seek out new perspectives, and remain deeply curious. The moment we stop seeking new information, we start falling behind.

𝟯. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗯𝗮𝗹𝗮𝗻𝗰𝗲.

Great leaders don’t just think with their heads; they lead with their hearts, guts, and ears. They balance analysis with instinct, resilience with empathy, and ambition with humility. The ability to synthesize across these dimensions is what separates the good from the truly great leaders among us.

𝟰. 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝘃𝗲𝗹𝗼𝗰𝗶𝘁𝘆 — 𝘀𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝘀𝗼𝘂𝗹.

Purpose isn’t just a statement—it’s a decision filter. The best leaders are clear on:

• Their own purpose and what drives them;

• The purpose of those around them and how to unlock it, especially with gratitude; and,

• How it all connects to the broader mission of the organization.

Clarity comes from knowing what’s in your soul—the values, convictions, and spiritual needs that guide you. Leadership isn’t just about what we do; it’s about who we are at the deepest level. When leaders are grounded in their soul, they bring energy, resilience, and authenticity to those around them. This clarity allows for faster, more aligned decision-making in an otherwise ambiguous world.     

𝟱. 𝗩𝗮𝗹𝘂𝗲𝘀 𝗮𝗿𝗲𝗻’𝘁 𝗶𝗻 𝘄𝗼𝗿𝗱𝘀 𝘆𝗼𝘂 𝘀𝗮𝘆 𝗼𝗻𝗰𝗲; 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗰𝗵𝗼𝗶𝗰𝗲𝘀 𝘆𝗼𝘂 𝗺𝗮𝗸𝗲 𝗲𝗮𝗰𝗵 𝗱𝗮𝘆.

Values become a leader’s compass, especially in ambiguous times. They determine which trade-offs to make, which risks to take, and how to show up when the stakes are high. Culture isn’t what we say—it’s what we do when no one is watching.

This week at HBS reinforced that leadership isn’t a title—it’s a practice. And like any practice, it requires relentless learning, deep reflection, and the courage to evolve.

Thank you to the impressive HBS team Hubert Joly, Krishna G. Palepu, and Chip Bergh and my learning cohort, Devi Govender, Amanda Spina, Vikram Khosla, Imowo Robert and Chris Meier, for sharing your wisdom. Your lessons are ones that will stay with me for a long time to come.

#HarvardBusinessSchool #PwCProud #ExecutiveEducation