Leadership

Leadership is a weighty topic—one that stirs up countless books, frameworks, and philosophies - simply put that’s because there’s no single way to lead well. Every leader brings a different style, voice, and set of experiences to the role. What works for one team in one context may fall flat in another. Leadership is nuanced, situational, and deeply human.

I have been in leadership roles since I was working in a student nightclub in Lancaster, as a student, in the early 2000’s - first of all as a shift leader, now I lead a large function within an enormous company. I have a unique take on leadership, having worked minimum wage, with a high velocity workforce in hospitality, through to direct sales, tourism and then settling in within Supply Chain. Throughout this journey I have learned at every stop and consider it an enormous privilege to be able to continue to lead.

in this article I’m going to hit on transferring your leadership (something I’ve done a couple of times with various promotions at Dyson), working in a matrix organization and how to navigate one and the difference between a manager and a leader.-

Taking on a new leadership role is always a challenge—but doing so in a new country, with a new team, during a pivotal point in your career presents a different kind of complexity. When I relocated from the U.S. to Canada in 2021, I didn’t just change time zones. I stepped out of a role where I had built deep credibility over time into an environment where that credibility had to be earned all over again. It was a humbling and instructive experience—one that reshaped how I think about team-building, leadership, and organizational influence.

In the U.S., I had the track record. People knew my work, understood my intent, and trusted my judgment. That trust was a foundation I could lean on, but when I moved to Canada, all of that reset. I had to listen more than I spoke, prove I wasn’t there to simply replicate what had worked elsewhere, and earn the respect of a new team through consistency, empathy, and results. It was a reminder that leadership isn’t positional—it’s relational.

You can’t lead without a team!

Modern companies are rarely structured in straight lines. Most of us work within some version of a matrix organization, where authority, accountability, and decision rights are shared across functions and geographies. At first, the matrix can feel like a maze. But I’ve learned that success in this environment comes from understanding how to navigate it, not trying to flatten it.

You need to know where the influence lives, how to communicate across functions, and—perhaps most importantly—how to build coalitions. That doesn’t happen by accident. It takes deliberate effort to build trust laterally, not just with your direct reports but with your peers, dotted-line managers, and cross-functional partners.

For anyone stepping into a matrixed environment—whether you're a graduate hire or a seasoned leader—the key is to map the organization beyond the org chart. Take time to understand not just who reports where, but who influences what. Identify early which cross-functional partners are critical to your success and build relationships before you need them. One of the smartest moves new starters can make is to find a mentor or internal guide—someone who knows the organizational terrain and can help you avoid blind spots. Ask questions like: “Who do I need to align with to get this across the line?” or “Who typically owns decisions in this space?” In matrix organizations, success often comes not from having formal authority, but from learning how to navigate informal networks with empathy, clarity, and intent.

A simple but effective tool that I’ve carried with me from my early leadership days in the U.S. was something I first introduced in the Order Management team: the weekly huddle. It wasn’t flashy or complicated—just a quick, consistent in-person check-in - it stood out in the office, clearly showing a team but also communicating to the rest of the Supply Chain that there was clear direction. Over time, that simple ritual became a cornerstone of team culture

A huddle offers a visible and audible sense of unity. It encourages open communication, drives accountability, and creates space for shared wins. In doing that I also say never underestimate the role of a potluck! Breaking bread together may not solve operational issues, but it builds something just as critical: trust, inclusion, and human connection.

Building on the idea of clear direction, leadership isn’t something that happens in isolation—it only exists in the context of a team. No matter how capable an individual is, they’re not leading unless people are moving with them. I’ve found one of the most effective ways to galvanize a team is through mission consensus.

When everyone understands not just what they’re doing, but why they’re doing it, the energy changes. Alignment creates momentum and clarity of purpose helps people prioritize, collaborate, and take ownership. It doesn’t require a manifesto—it requires honesty, repetition, and a shared sense of direction. If leadership is about getting people from one point to another, then mission consensus is the map.

There is a fundamental difference between being a manager and being a leader. A manager ensures that tasks are done, outputs are met, and metrics are tracked. But a leader is responsible for something less tangible and more profound: creating the conditions for people to thrive. A leader provides clarity of purpose. A leader clears obstacles, listens with intent, and celebrates progress. A leader helps people grow—not just in role, but in confidence.

When you take on a new team, especially in a new environment, these differences matter more than ever. It’s easy to default to managing when everything is unfamiliar. But it’s leadership—steadfast, transparent, and human—that truly builds belief and momentum.

Leading a new team in a new country reminded me that authority doesn’t equal influence, and plans don’t equal culture. People do. Credibility, trust, and momentum must be earned—day by day, conversation by conversation. Whether you're navigating a matrix, rebuilding a team, or simply trying to make a difference, the challenge is real—but so is the reward.