Over the past couple of years, in the Whatif Wednesday Thought Letter, I’ve written about leadership and the impact leaders can have, good or bad, on their organizations, customers, people, and suppliers. Every leader, whether they recognize it or not in the moment, impacts everyone they encounter. Therefore, as leaders, we have a duty of care to the people we lead, the organization we serve, and the stakeholder group—investors, customers, suppliers, and communities in our ecosystem for whom we attempt to create value. We must commit to being the best version of ourselves and help others be better versions of themselves. While it’s not easy, it can be done. We can learn new skills, adapt our behaviours, and get coaching to help us be more self-aware and thoughtfully connect. It starts with accepting that leadership is not a reward or right of passage for individual success; it’s a privilege and a responsibility. This realization puts us in control of our impact.

I spent over 35 years as a leader and senior executive in B2B services, including the business services/SAAS, financial, and professional services sectors. During that time, I recognized that most companies only have two strategic assets, employees and customers, and both can vote with their feet every day. I also learned, sometimes the hard way, that impact trumps intent with both of those constituencies. Despite my best efforts, my impact was not always aligned with my intentions. I came to appreciate that an elevating purpose, a clear vision, and collaborative engagement are not just essential but vital leadership attributes in creating meaningful experiences for stakeholders.

I was fortunate to have leaders who believed in my potential and were patient with me as I developed my leadership skills and profile. The guidance of mentors and the challenges from coaches were instrumental in shaping my leadership journey. They helped me think long-term, challenged me to adopt an others-orientation over self-orientation, and encouraged me to build symbiotic relationships where others’ success is mine and mine theirs.

I came to appreciate that growth is a multifaceted agenda. Growing the business means more than acquiring new customers and clients; it’s creating a rich customer and employee experience, two sides of the same coin. You can’t consistently grow without growing both; ignoring one puts the other at risk. It’s maturing beyond inputs and outputs to outcomes and impact. This interconnectedness made me feel committed to employees as well as customers.

As leaders, we need to view ourselves as continual works in progress. We must always strive to unlock a better version of ourselves, understanding that this is an aspirational journey rather than a destination.

What if we had a clear purpose and leadership mission? What if we considered the power of our impact on others in every encounter? What if we routinely asked ourselves two critical questions: How do others experience us? And how do others experience themselves when they experience us? How might we impact those around us? Could we create a healthier ecosystem and more meaningful experiences for all?

Let’s unlock better—together.

Kevin McKenzie