Michael Williams

Bank ABC

Head of Talent 

BNY Mellon

EMEA Chief Administrative Officer, Technology Services Chief of Staff, Senior Vice President

EMEA Technology Workforce Transformation Lead, Chief of Staff - Poland & CEE, Associate Director

Recruitment Team Leader, Associate Director

HSBC

Senior Recruiter, UK&CI and Zurich

Various Specialist Recruitment Firms

Senior Recruiter (UK & Europe)

Talent Acquisition Lead ✦ RL100 Member ✦ Views are my own

A results-driven HR and Talent Acquisition professional with International experience. I specialise in aligning people strategies with business goals to fuel growth and performance. With extensive experience in global banking, financial services, and technology, I have a deep understanding of the complexities of talent management, workforce planning, and regulatory compliance within the financial sector.

✔ End-to-End Recruitment Expertise: Successfully hired top talent across Front Office, Middle Office, and Corporate Functions within banking, managing searches at all levels up to Managing Director (MD).

✔ Talent Strategy & Workforce Planning

✔ HR Transformation & Change Management

✔ Diversity, Equity & Inclusion (DE&I) 

✔ Leadership Coaching & Performance Management

✔ HR Analytics & Data-Driven Insights 

✔ Regulatory Compliance & Risk Management

I am passionate about building future-ready workforces, driving innovation in talent acquisition and HR strategy, and fostering environments where people and businesses thrive.

Head of Talent

Recruitment Lead responsible for all lines of business hiring from entry to Board level, covering Corporate Functions through to the FrontI office. 

2021 Achievements:
→ Recruitment Framework & Governance Implementation 
→ IR35 Lead (Successful HMRC Audit)
→ Reduced time to hire to 41 days

2022 Achievements:
→ ATS Implementation 
→ Talent Management Framework Design
→ Gender Diversity recruitment policy implementation 

2023 Achievements (YTD):
→ Direct recruitment model implementation 
→ Direct Recruitment (91% YTD)
→ Internal Mobility (63% increase YTD)
→ Branding

Key Placements:
→ European Chief Risk Officer, London
→ Chief Risk Officer, Paris
→ European Head of Internal Audit
→ UK MLRO / European Head of Financial Crime
→ European Chief Financial Officer
→ Head of Market Risk & Reporting
→ Head of Credit Risk
→ Head of Enterprise Risk Management 
→ Head of Operations 
→ Head of Business Management
→ European Head of Banking
→ European Head of IT
→ Head of Communications - Europe
→ European Head of Treasury & Financial Markets
→ Business Manager to the CEO, IB

BonaMente

Helping companies bring transformational ideas into Business-as-usual.
Powerful blend of Strategic HR experience, strong business acumen and passion for modern trends in people-centric Leadership and way of organizing.

Supporting business leaders and company owners on wide range of transformative journeys:
- Complex multi-dimentional change programs
- Business Performance turnaround
- Business model change
- Leadership paradigm shift
- Targeted organizational culture change
- HR transformation
- M&A integration, spin-off business transformation

Individual Entrepreneur, Business Transformation Consultant

LeanPeople

The multi-discipline expertise business service platform, dedicated to put strategies into practice. Everything a mid-size business needs to reach outstanding results:
- business and market positioning
- marketing and market intelligence
- people and culture
- organization and processes
- legal and finance
We take care of your organization in all means, so you could care of your core business.

Co-founder and Chief Transformation Officer

Electrolux

Effectively manage manufacturing, supply chain, and logistics for 20 factories, 34 warehouses, one supply chain fulfillment centre, a population of 15k, and 18 direct reports. Define and deliver major improvements for Employer Value Proposition. Address the coming needs of Industry 4.0 transformations regarding digitization and modern capabilities. Utilize leadership skills to fuel positive organizational change, experiment with the latest methods, and meet the needs of the VUCA environment. Travel 50–70%.
Key Contributions
Reached and maintained the strategic target for product delivery at continuously improving cost while growing employee engagement since 2016. The key success came from several turnaround initiatives allowing entire end-to-end Supply Chain to perform at best of capabilities:
•	Designed, implemented and continouosly growing the new leadership approach based upon trust, engagement, and realizing full team potential.
•	Accomplished several multi-year cultural change programs: Consumer-focused supply, cross-functional collaboration, talent-driven teams; new practices became the blueprint for success.
•	Realized major organizational setup changes in Quality, Supply Chain and Manufacturing; completely re-energized and transformed the teams into admirable, high-achieving and continuously improving.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Fully supported all organization units located in the region (Sales & Service, Professional Equipment, Logistics, IT, Global Technology) leading an HR team of three that managed 250 staff members. Guaranteed timely turn-arounds on key projects. Streamlined the processes for leadership changes and paved the way for increased profits and growth. Built new capabilities and new culture while making the leap to drive business to the next level as an independent self-driving sales machine.
Key Contributions
•	Secured business continuity and increased HQ stakeholders’ understanding of situation.
•	Completely re-energized the team and seeded enthusiasm and self-esteem, assuring all are ready for stepping up the responsibility and taking all market opportunities
•	Ushered the company into an era of being a top player in the Russian and CIS markets.

Regional HR Director (CIS counties + Baltics)

Linde Gas

Oversaw four production facilities, two ongoing M&A projects, and an HR team of 10 that supervised 1k employees.  Developed and implemented new and improved HR policies, procedures, and processes that contributed to overall organizational success. Preserved cost basis and needed profitability after the financial crisis struck. Restructured processes, minimized hiring and training efforts, and developed key leadership teams. Oversaw large customer installation projects. Focused upon succession planning and preserving operational capabilities.
Key Contributions
•	Reached all targets and deliverables when completing two M&A projects.
•	Assured business continuity along economical crisis, delivering expected level of EBIT and ROI.
•	Successfully rolled out a critical SAP HR project.

HR Director

Samsung Electronics

CIS region was newly shaped organization in 2005, became independent and reported directly to HQ. CIS region included 8 subsidiaries: Sales, Service, and R&D functions. Population around 1.000 employees, HR team 8 people.
Main achievements:
-	Built up CIS Headquarter from scratch, including main holding function (among which HR)
-	Established all core HR processes from practically 0 levels or upgraded up to required international standard
-	Effectively installed localized Leadership team. Traditional Korean expatriates moved to "adviser" roles where needed, otherwise fully localized.
-	Reduced Employee turnover from 25% to 5%
-	Together with the Manufacturing unit completed due diligence study (people side) for the opening factory in Russia

CIS Region HR Manager

That was the project of integrating acquired PWC Consulting business into IBM. The idea was to find synergies between 2 businesses to move from Product- to Solution-based model. The population of ~100 consultants.
- Aligned all processes to IBM standard while keeping low turnover rate.  
- Consulting department got through several restructurings with overall headcount increase
- Reached project deployment ratio was 86%. 
- Re-tuned the educational system to allow consultants to use time without project for learning.

HR Manager. Business Consulting Services department (integration project)

Luxoft

My core responsibility was to build the software development team of around 200 people for the new business stream of Luxoft - dedicated software development centres for big corporate clients.
The pilot project I held was with super demainging Deutsche Bank who decided to outsource their USA and UK development centres to Luxoft.

The core responsibility was hiring initial team of ±100 people within a strict timeline of several months and expand it as per demand keeping speed, at uncompromised quality of candidates.

Along with the growth of the team, I was also involved into employee development, leadership development and team cohesion building activities.

Recruitment Manager

Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

With over 20 years in corporate HR, I’ve transformed underperforming teams into high achievers and turned potential into performance.

Like many managers, those I’ve helped have faced the complexities of leading teams through challenging changes and resolving deep-rooted issues.

Today, as a consultant, I elevate leaders from daily firefighting to strategic excellence, driving outstanding team results.

My Commitment. 

I empower you to:
- Elevate your teams to new heights.
- Synchronize structures, processes, capabilities, and culture.
- Unlock your team's full potential with a clear performance roadmap.
- Foster a culture of continuous improvement and learning, tailored to your needs.

Why Partner with Me?
I offer more than advice — I become your strategic partner, crafting a unique approach that fits your world. As a mentor, coach, advisor, and consultant, I provide the methods and insights to view your organization from every angle, connecting these elements into a holistic picture.

People are the core of business success and the central driver of growth. If you're ready to uncover and maximize your organization's potential, let's collaborate.

Your vision, combined with my expertise, will forge a path to outstanding team results. 
Reach out with a message or book a call (button at the top of my profile). Together, we’ll shape the future of your organization.

Mikhail Lvovskii

Ever notice how teams start to crave chaos?

In turnaround situations, I see leaders and teams running from fire to fire, convinced that constant urgency equals progress. 

The daily scramble feels productive. 
But really, it's just noise.

Here’s the reality check: chaos is addictive.

-> People get used to the adrenaline. 
-> They wear firefighting like a badge. 
-> Ask for calm and process, and you'll hit hidden resistance. 
-> Suddenly, everyone’s nostalgia for the “old days” kicks in. 
-> Clarity sounds great... until it demands change.

And for newly appointed leaders, this is the trap. 

They underestimate how much people secretly love disorder. After all, chaos hides problems, blurs lines, spreads blame.

So what’s the hardest move? 

- Slowing down when instincts say speed up. 
- Choosing system over reaction. 
- Making decisions without the full picture. 
- Calling out old habits as soon as they reappear, even if it feels awkward.
 
Every time you feel that pull back to “just one more urgent issue,” recognize it. That’s not progress. That’s the comfort zone fighting back.

Here’s the uncomfortable truth: discipline wins, not drama.

If you’re serious about transformation, make structure the hero. Treat process like your best ally. The system isn’t your enemy, it’s your chance.

You’ll want to default back to hustle and emergencies. Discipline will feel weird, maybe even boring. Good. Lean into it.

The only way out of chaos is through commitment to change. Don’t let old habits steal your turnaround.

Anyone else seen teams cling to chaos like it’s a life raft? 
Drop your stories or tag someone who needs to hear this.

Interim HR Director/CHRO | Turnaround & Transformation Specialist | I stabilize broken organizations and rebuild dysfunctional teams

No alternative text description for this image

I ran a business alone for 4 months.

The MD was fired in my second week. No handover, no welcome committee, and a team that had been losing money for years.

Every day felt like triage. Toxic personalities outnumbered pragmatic ones. There were no playbooks, just constant firefighting.

In that chaos, priorities snap into focus. 

What actually moves the needle vs. what just looks good for the next board meeting? 
You start to see which reports matter, which meetings are just noise, and who is really adding value.

I had to strip away every layer of corporate theater. 
Survival demanded ruthless clarity. 
The only thing that mattered was keeping the lights on and finding a way forward.

Fast forward 18 months: that same team became the fastest-growing commercial unit in Europe.

It wasn’t about bold speeches or complicated programs. It was about showing up every day, fixing what was broken, and refusing to settle for slow progress.

This is what happens when you stop talking theory and start owning execution. Real leadership is forged in the fire, not in comfortable meeting rooms.

P.S. The trick is: that time I had a role of HR Head. Not Commercial, not Product, even not Finance - HR Head.
Yes, fully entrusted to be able to run business and make significant transformation. Fully empowered beyond my functional limits. 
But still HR.
 
Crazy things happen, and your functional belonging does not matter if you have courage and skill.

"Can you make a game that feels like real life?"

That’s what my son asked me one day.

I shared this story around a week ago, showing the simple financial simulation we played over some time. I tried to explain valuables in life, which is not only money you can spend, but also taking care of health, family, and planning for future...

At first, when I heard his request to make a game, I smiled. I recognized the specific passion of my boy to understand the life, and the role of money in it.

Then I realized something:

This is the exact thing most leaders ask for.

They say they want playbooks, but what they're really looking for? 
A way to actually feel the impact of their decisions, not just read about it in a manual.

Here’s the funny part:
Whether we’re talking about kids or CEOs, the need is the same.

They both crave a space to:
→ Connect actions to outcomes
→ See how risk and reward really play out
→ Learn by doing, not by memorizing a list

So my son and I started on our “real life” game. 
-> We mapped out simple cause-and-effect loops.
-> Make a choice, see what happens. 
-> Earn, spend, save, invest. 
-> Adjust, try again.

And as we played, I realized:
This is exactly what good leadership systems do, too.

We talk a lot about best practices and frameworks, but none of them stick until people get to experiment safely.
Give a team a safe way to try, fail, and learn, and you get real change, real fast.

It’s wild how much business has in common with a child’s playground.

But here’s the punchline:
No one ever learned to lead by watching someone else play.

You have to get on the field. 
You have to try, make mistakes, see for yourself.

That’s why play is the oldest, most effective learning system ever designed.

So here’s my challenge:
- If you want your team to learn fast, give them space to experiment. 
- Make it safe, make it real. 
- Let them play their way to mastery.

Who’s building “cause and effect loops” at work? 
How do you create room for safe experiments? 
Would love to hear your take.

li_at

JSESSIONID

Talks about #culture, #leadership, #management, #futureofwork, and #humanresources

We’re quick to teach kids facts: how things work, what’s right, what’s smart.

But I’ve noticed with my son that he doesn’t need more answers.

He needs space to ask better questions.

We talk about curiosity like it’s just a stage before real learning.
Honestly, it’s the whole game.

When he asks, "Why do people go to work?" or "Who decides what things cost?" I could hand him the answer.
Instead, I ask, "What do you think?"

The stuff he comes up with? Sometimes hilarious, sometimes surprisingly deep, always honest.

It keeps reminding me of leadership.
The best leaders aren’t the ones with all the answers.
They’re the ones who keep the right questions open long enough for the team to grow into them.

Maybe real learning - for kids and adults - starts the moment we stop teaching what to think, and start letting people discover why to wonder.

Curiosity isn’t a warm-up. It’s the main event.

Speed isn’t the enemy. Recklessness is.

Most new CEOs and MDs show up thinking fast action is what boards want. Make decisions, shake things up, hope for quick wins.

But here’s the real twist: speed, on its own, doesn’t fix what’s broken. 
In fact, it usually makes cracks widen.

I’ve seen plenty of leaders walk in the door, all energy—pushing for big moves. 

But they forget what actually stalls teams. It’s rarely lack of ambition. It’s the invisible friction under the surface:

- People second-guessing decisions
- Departments protecting turf
- Quiet doubts that never make it into the open
- Unclear priorities that leave folks spinning

Moving fast without fixing those? That’s how dysfunction gets turbocharged.

The best leadership systems don’t just chase speed. They create speed—by making trust and focus unavoidable. Clarity isn’t just a “nice to have.” It’s the fuel.

The system I install with clients is dead simple: in eight weeks, you get every leader laser-focused on a short list of priorities. Everyone knows what matters and what’s expected. Leaders own not just results, but the mindsets behind them.

Forget long, wordy change management programs. Forget burying people in new policies.

Here’s what works:

1. Make priorities visible—so nobody hides behind “busy.”
2. Get leaders accountable—for both numbers and energy.
3. Open up real talk about what’s slowing execution.
4. Turn that awkward “hesitation” into fast alignment.

It’s strange how just eight weeks of this kind of system can shift a team from stuck to scrappy. Friction isn’t the enemy if you use it right. It’s a warning light. It’s feedback.

You want a fast turnaround? You need a human system that turns hesitation into momentum.

Trust isn’t a buzzword. It’s a choice you build, every day, in every meeting.

Slow teams aren’t slow because they lack speed. They’re jammed by what no one wants to say out loud.

My challenge: take a hard look at your own leadership system. Where are the hidden slowdowns, the quiet doubts, the gray areas? Are you building an environment where people move because they want to—not just because they’re told to?

If you want a real business turnaround, don’t just demand action. Start with real trust, visible priorities, and shared ownership.

That’s when your team moves at real speed.

Where’s the invisible friction in your business today? What would happen if you tackled that first?

If you want a high-performing leadership system, stop obsessing over org charts.

Start obsessing over real conversations.

Most CEOs and MDs step into a maze of complex structures. 
Everyone's focused on boxes, arrows, endless PowerPoint slides that promise transformation.

But here's the truth: 
- Real change never happens in a slide deck. 
- It happens when people talk - honestly, often uncomfortably. 

That’s where the fastest 8-week turnarounds actually begin.

I’ve watched leadership teams skip over the hard talks. 
They go straight to reorganizing. 
New charts, new titles, new workflow documents.

But nothing shifts until someone finally says, 
"What’s really slowing us down?" 
And, 
"What can we do - right now - to move faster?"

Forget the weekly scripted check-ins. 
Toss the ‘safe’ status updates.

Instead, ask real questions. 
Let the room get awkward. 
You can almost feel the pulse of the company change when someone tells the truth.

Here’s what I’ve seen work:
- Drop the script. Just talk.
- Don’t settle for surface-level updates.
- Invite the tough feedback, even if it stings.
- Let everyone, from the quietest team member to your right hand, speak up.

You want an 8-week turnaround? 
Start with one brutally honest conversation.

Don’t wait for the perfect plan or organizational flowchart. 
Just get people talking for real, today.

If your leadership meetings haven’t made anyone a little nervous lately, you’re probably missing out on your next big breakthrough.

So here’s my challenge: 
Swap one routine check-in for a truly candid conversation this week.

Ask: 
"What’s holding us back? 
What’s the one thing we need to tackle - today?"

It might feel risky. 
But that’s where transformation starts.

Try it! And let me know what happens next.

HR isn’t broken.

It’s just stuck carrying the blame for problems leadership refuses to touch.

Let’s be honest. HR can’t fix what leadership keeps funding and protecting behind closed doors.

Every “HR issue” you hear about that never gets solved? Trace it back. There’s usually a system at the top that quietly approves those exact behaviors.

- The toxic rainmaker who hits their numbers but leaves team morale on life support? Still gets the bonus. 
- The manager nobody trusts, but everyone tiptoes around? Still gets the corner office. 
- The “values” on the lobby wall? Everybody knows they’re just for show when office politics turn ugly.

HR can write the nicest policies, design shiny frameworks, even train managers till the cows come home.

But let’s not kid ourselves: culture isn’t a poster or a checklist. It’s whatever leadership rewards, excuses, or ignores.

And here’s the wild part: Most managers aren’t failing because they don’t care. They’re failing because nobody actually taught them to lead. They were promoted for being good at spreadsheets or sales—not for building teams that trust each other.

Dave Ulrich nailed it: 
“If line managers are not accountable for people and organization, HR is a mirage.”

It’s the oldest story in the book.

People don’t leave organizations. 
They leave bad managers—and those managers are exactly who our systems let off the hook.

Want your best people to stay and your business to actually work? 
Stop expecting HR to clean up what leadership keeps sweeping under the rug.

If you’re ready to do more than just talk, there is a space in my calendar we can fill together to make your leadership system work. 

Want to see real change? Start at the top.

Pass this along to a leader who’s ready to look in the mirror.

Ever watched a kid build something from nothing?

A drawing, a paper city, a wild little experiment. 
It almost doesn’t matter what it is.

It’s that moment when they look up and say, “I made this.”

As a parent, it’s hard to top that feeling. But here’s the thing: we talk a lot about ownership and accountability in business. At the heart of it, we’re all chasing that same spark—the quiet pride of making something real.

Lately, I realized what I actually want to teach my son isn’t how to follow instructions. It’s how to come up with his own ideas. It’s how to make something that didn’t exist before, even if it doesn’t work out the first time. Maybe especially if it doesn’t.

Creating makes you care. Caring makes you grow.

That’s where leadership really starts. Not with memorizing rules, but with turning curiosity into something real.

If your team isn’t making things - testing, building, experimenting - something’s missing.

Leadership and learning are both about this simple loop: see what’s possible, try to make it happen, and learn by doing.

It’s not just for kids.

Remember when digital transformation felt like a marathon everyone could train for?

Now, it’s a sprint—and the finish line keeps moving.

AI has just changed the rules for leadership, pretty much overnight. 
It’s not just another tech upgrade. It’s a full-on test of how fast, decisive, and human your leadership actually is.

Here’s the real kicker: 
Every CEO, MD, and exec is now getting graded on their ability to use AI as an advantage. 
If you hesitate, someone else will move faster. Simple as that.

This isn’t just about tools or hype. 
It’s about how you think and act.

Leaders who figure out AI are going to jump to the front.
-> They’ll automate headaches. 
-> Make faster calls with better data. 
-> Turn cautious teams into teams that execute fast (because the excuses disappear when AI does the grunt work).

The ones who wait? 
They’ll keep fighting the same old fires, but now those fires are ten times bigger and the clock is running out a lot quicker.

Let’s be honest:
- We’ve all seen leadership teams drag their feet on new tech before.
- But this time, the cycle is brutal. 
- Markets move faster. 
- Boards are impatient. 
The gap between the top and bottom widens every quarter.

If you’re a new CEO or just got handed a messy turnaround, here’s my take:
- Start running small AI experiments right away (you don’t need a PhD)
- Pull your leadership team in. Get everyone learning together
- Focus on real business headaches that AI can solve now, not three years from now
- Measure, tweak, move - don’t wait for perfect

AI isn’t a silver bullet. 
But right now, ignoring it is the fastest way to fall behind.

If leadership is about making decisions that move the business forward, AI is the new test.

Some leaders will take the test and win big. 
The rest might not get a second chance.

Who’s actually moving?

A weird thing happened last weekend.

I was trying to get my kids to clean up their toys. 
After week-long school break, room was looking way too messy.
 
The more instructions I gave, the slower things got. 
Questions, clarifications, waiting for my next move—total standstill.

I finally just said, “You know where everything goes. I trust you. Show me when you’re done.”

The shift was immediate. 

Suddenly, it became a project. They sorted, made up little games out of it, even helped each other. It actually got done faster, and with zero nagging.

On Monday, I returned to work and realized how much this “parent mode” sneaks into business.

We say we want teams to move fast and take ownership. 
But how often are we - without even noticing - setting the pace by controlling every little step?

In turnarounds or high-stakes projects, it’s easy to clamp down. 
We want things fixed. We want visible control.

The problem? 

The more you micromanage, the more passive your team becomes.

Fast, high-performing teams don’t need a permission slip for every action. 
They need clarity, trust, and a real chance to own the outcome.

If you’re always in “parent mode,” you’re training the team to wait for your go-ahead.
If you give them space (and trust), you might be surprised by the results.

The reality: 
You can’t force speed. But you can remove the drag.

So here’s my question:
Where are you still giving play-by-play instructions, when you should just be asking for the finished result?

Maybe it’s time to step back. And see what your team can actually build.

I used to think creating something big required a team, a fancy setup, and a real budget.

Today, my 7-year-old asks, "Can we make our own stories? You know, the kind with real animation?"

The wild part is, now we can.

AI and a wave of new tools have flipped the script. Anyone willing to imagine and learn can bring their ideas to life, no big studio needed.

You don’t have to be a pro animator to make a point visually.
You just need a message worth sharing, and a bit of persistence.

To me, this isn’t about replacing human creativity,
It’s about giving it a megaphone.

If technology lets a kid and his dad turn big life questions into stories, we’re on to something bigger than just content.

We’re seeing the start of a world where learning, storytelling, and real leadership all mix together in the same creative space.

That’s the future I want to help build.

P.S. I am soon coming out with the series of short animated movies explaining kids all around money.
2-minutes short 3D animated movies are the best way to explain my kids complex matters of earning, spending, saving, investing, making business.

Along with games, I consider visual stories the second best way to teach things to kids.

HR is not your compliance cop or party planner.

Let's just call it out.

Too many HR teams are stuck pushing paperwork, rolling out one-size-fits-all policies, and obsessing over annual engagement surveys that barely shift the needle.

But that's not what moves a business forward.

HR should be where growth starts.

If you want real results, you need a system where people know the goal, get the right support, and have the freedom (and pressure) to perform.

I've seen companies double down on ping pong tables, happy hours, and fancy policies.

Trust me, no one ever turned around a struggling business with free snacks.

What actually works?

→ Putting the right people in the right roles, fast.
→ Giving crystal-clear expectations, not just fuzzy values on a poster.
→ Holding leaders (yes, even the CEO) accountable for results, not just effort.
→ Rewarding what actually moves the needle.
→ Designing systems that make execution almost automatic.

The best HR leaders I know are builders. They're not waiting for someone to hand them a seat at the table—they pull up a chair and start driving the agenda.

They turn HR into the actual engine of business outcomes.

If you're in HR and you want to matter, don't hide behind process.

Be the architect of performance.

Nobody will invite you to lead if you don't make things happen.

Stop waiting for permission.

Start designing for impact.
 
Want HR to matter? Drive the business, not just the paperwork.

How are you making HR the engine, not the brakes, in your company?

Ever tried explaining compound interest to a seven-year-old?

My boy shows interest to various range of topics, among money and science are the top leaders.

I've been reading some adapted financial and science books with my son. They're fascinating, but let's be real - most of it goes way over a kid's head.
Even those written for kids...

I watch him wrestle with big ideas. Sometimes he gets lost. Sometimes he asks questions that catch me completely off guard.

That’s when it hits me: understanding isn’t just about the content, it's about how you translate it.

At work, I spend my days turning strategy into something people can actually act on. At home, I’m learning how to turn abstract concepts into curiosity and play.

It's the same skill either way: empathy. 

Seeing where someone is - right now - instead of where I wish they were.

So, when he asks why some people have more, or how money "appears," I answer with stories, not spreadsheets.

Maybe that's what real learning looks like. Less flooding people with facts, more lighting up that spark of understanding.

That's how you make ideas stick. 
With anyone, at any age.

Most CEOs talk about change.
Very few start with themselves.

I've seen it over and over: leaders overhaul teams, processes, org charts.
But their own habits?
Untouchable.
Their blind spots?
Off-limits.

And the business never really moves.
Because the system always mirrors the leader at the top.

Want accountability?
Show it yourself, even when it's uncomfortable.

Want speed?
Make decisions without hiding behind endless analysis.

Want trust?
Go first. Admit mistakes, ask for feedback, be human.

The hard truth is this:
You can't build a high-performing culture by standing on the sidelines with a checklist.
You have to do the real work, in public, flaws and all.

The best leadership systems I’ve seen?
They start with a CEO willing to get uncomfortable.
Willing to hear tough truths.
Willing to shift their own playbook, not just everyone else's.

So next time you think about transforming your business, ask yourself one question:
Am I ready to change, too?

That’s where the real transformation starts.
Who have you seen lead real change - by changing themselves first?

Most transformation leaders don't fail because they lack the right playbook.

They fail because they avoid the stuff staring them right in the face.

In my first five years, I was looking for a best possible framework.
I was always looking for the best "proven" method.
But I missed the uncomfortable truths that actually decide whether a transformation lives or dies.

After 20+ years turning around teams and businesses across the EMEA and Asia, here's the real kicker:
- Elite transformation leaders are not smarter.
- They're just more honest about what they've been dodging.

Here's what I wish someone had told me when I started out:

1. Clarity always beats control.
2. Change falls apart when leaders protect their own comfort zones.
3. Your company's culture is built by what you let slide.
4. Every pilot project reveals what strategies you actually believe in.
5. Resistance? It's free consulting if you listen.
6. If your communication isn't consistent, trust evaporates.
7. Your data is only as honest as your culture allows.
8. People don’t fear change, they fear what they might lose.
9. Metrics never move people. Meaning does.
10. The middle managers you ignore will make or break your transformation.
11. If everyone agrees, someone’s holding back.
12. You can't change what you refuse to measure.
13. Urgency without direction just burns people out.
14. Governance isn't bureaucracy. It's insurance against disaster.
15. The loudest voices aren't always worth listening to.
16. Real transformation feels boring before it gets interesting.
17. Leaders decide how safe it is to tell the truth.
18. Adoption isn't a one-time win. It’s a daily grind.
19. Silence is feedback, too.
20. Your real legacy gets built in the routines nobody notices.

Here’s the hard truth no one wants to hear:
Most leaders only learn these lessons after burning through their teams, budgets, or patience with the board.

But you don’t have to wait for disaster.
Every one of these sentences is a red flag I’ve seen wreck transformations that were supposed to be slam dunks.

Your transformation isn’t stalling because you need another best practice.
It’s stalling because you’re not facing up to the things you’d rather avoid.

So, which of these stings for you?
And which have you been sweeping under the rug?

Let’s be honest—no one gets out of this work clean.
But the best leaders are the ones willing to face what hurts.

Which one hit home for you?
Drop your number in the comments.
Tag a leader who needs this list.

Day one as a new CEO or MD? The clock doesn’t just start ticking.

it sprints.

Every leader says they’ll “listen first.” 

Most spend months orbiting in learning mode, waiting for stars to align before making a real move. 

I see the same pattern more often than I would wish to: hesitation, drift, then the slow bleed of momentum nobody wants to admit.

Here’s the unfiltered truth: teams don’t rally around caution, they rally around intention.

If leaders step in and treat the first 180 days as a safe observation deck, confusion sets in. 
-> Processes stall. 
-> People start guessing what matters. 

Suddenly, those first few months you thought were “for learning” have quietly set a tone you’ll spend a year unwinding.

But when leaders go all in from day one - listening, yes, but also making calls even when the picture isn’t perfect - everything shifts. 

I’ve seen it over and over. 

Installing clear, human leadership systems quickly isn’t about rushing for the sake of it. It’s about showing that you’re there to stand up for people and results.

A human-centric system isn’t a magic phrase. It’s the moment you:
→ Pull the team together in person and say what matters most (no slides, just straight talk)
→ Set expectations, even if you’re not 100% sure yet—clarity beats perfection every time
→ Make a hard call early on, then explain why, openly
→ Ask for candor and actually listen, then act

You build trust fast by mixing direct action with unexpected empathy. People respond to leaders who risk being wrong out loud. That’s how you get momentum before the rumor mill can even warm up.

I get it - there’s always pressure to play it safe. Especially for new chiefs in complex turnarounds or fresh leadership teams. But safe rarely means strong, and waiting almost always costs more than acting.

So here’s my question to anyone walking into a hot seat right now:

What’s your first big move when you step in? Do you make a tough decision early, or focus on building relationships? How do you balance real urgency with real care, right from the start?

Drop your best move below. 
Let’s build a better playbook together.

Age is just a number. Execution is what counts.

I learned this lesson the hard way.

Years ago, I took on a struggling team that had been burned out by bad leadership and constant changes. Some people said I was “too young” to make a difference, or that real results would take years.

Honestly, I almost believed them. I was excited of a challenge, but terrified with ambiguity and lack of experience.

But instead of waiting to prove myself, I started with execution, not theory.

I set up simple rituals: breaking down an "elephant" into clear weekly goals, daily situation check-ins, and as much feedback as I could get. 

No complicated frameworks, no waiting for the “right” moment.

I listened first, cut the noise, and focused everyone on what we could control right now.

It wasn’t about my age, my title, or what was on my resume.

It was about what we actually did, every day.

In a few months, that team was in the midst of the business turnaround - and people who once doubted me became the loudest advocates.

If you’re a new CEO or MD facing a shaky team: don’t let age or experience gaps hold you back. Don’t hide behind vision decks or big promises.

Start with execution. Show people what “good” looks like, in the trenches. Make it so clear no one can miss it.

That’s the only way trust—and results—show up fast.

My one-sentence rule: 
Execution beats experience, every single time.


P.S. Today I turned 48. 
With years, I got extended capability for strategic planning and analytical diagnostics.
But one thing I stay true to: as soon as I have relatively stable grip on a situation, I start to act.

Everyone says they want change. It sounds exciting - until you’re the one in the middle of it.

A few weeks ago, I watched my son struggle with something new. 

He was learning how to manage his own small home income - his first step into financial independence. 

It wasn’t smooth. 
At first, he was excited. But then lost track of how he earns. 

He wanted to give up. He doubted if he’d ever manage his tasks. And honestly, some tasks are not exactly nice to do...
 
It took me right back to boardrooms and leadership teams who hit that same wall. When a new system or rhythm rolls in, even the best professionals get uncomfortable. It’s easier to stay with what’s familiar, even if it’s not working.

But here’s the thing: real progress usually hides inside discomfort. 

My son pushed through (well, I should be honest - I helped him 😀). 
By the end of hos first month, he was not just keeping track—he was setting goals. He’d found his way, and his confidence grew.

That’s exactly how leadership works, too. Growth always looks like friction when you’re in it. You only notice the progress when you look back.

What change tested you the most this year - and what did it teach you?

The sharpest leadership lessons don’t show up in fancy meeting rooms.

Sometimes, they sneak in when you’re sitting on the floor with Legos or at the table with board games.

A few months ago, my 7-year-old hit me with a question I wasn’t ready for.

“Can we make a game that’s like real life — not just luck?”

That one stopped me cold.

I’ve read entire books on leadership that didn’t hit this hard.

Because at the core, he pointed out something most teams get wrong.

Too many organizations still run on wishful thinking and coin flips.
Too few actually reward clarity, effort, and learning over random shots in the dark.

So we built our own ‘real life’ game.
- No loaded dice.
- No shortcuts.
- Just choices, consequences, and the grind of earning each win.

Here’s what happened:
→ He started testing ideas, not just hoping for a lucky roll.
→ He learned from every mistake, then tried again.
→ He saw that big leaps came from small, steady effort.

It struck me how early we can teach what actually moves the needle:
- Cause and effect matters.
- Learning from choices isn’t optional.
- Progress is earned, not given.

Most leadership books try to complicate this.

But a 7-year-old gets it.

Maybe we should build more companies the way kids build games.
Start with questions that matter.
Test, learn, and tinker.
Don’t hand out trophies for just showing up.

So, here’s my question:
When was the last time you skipped the buzzwords and learned leadership from a kid?

Share your best lesson below, or tag someone who needs a reminder that growth comes from effort — not luck.

Many leadership transformations flop before the real work even begins.

It’s not because the strategy is weak, or there’s not enough budget, or the talent isn’t there.

It’s because speed and intention get lost the moment a new CEO or MD steps into the role.

Here’s what I see every cycle:

- A new leader arrives with a shiny 100-day plan.
- Everyone feels good for a week.
- The market doesn’t care.
- Pressure mounts fast.
- One misstep and trust evaporates.

You probably don’t have 100 days anymore.
You have 8 weeks, max.

If you wait for the perfect strategy or try to win everyone over with PowerPoint decks, you’re already behind.

The leaders who actually turn things around do a few things differently:

→ They pick a couple of visible wins and chase them like rent’s due tomorrow.
→ They set up feedback loops, not fancy dashboards. Spot problems early, fix them in real time, move on.
→ They show up like an actual human, not a robot in a suit. Admit what you don’t know. Ask questions that don’t come with a hidden agenda. Let people see you’re listening.

No one rallies around a Gantt chart.
They rally when they see change in motion - fast.

I’ve seen cautious teams transform into real high-performers, just because a leader took real action in week one instead of waiting for permission.

It’s about momentum, not perfection.

People trust what they see, not what they’re told.

If you’re starting a new leadership role - or know someone who is - how would you suggest to build the first 8 weeks in a role?

My view on it is described in 8-weeks Leadership reset approach I placed in my Featured. You can check it here. 
And if you wish, we can definitely discuss your case.

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The Battle

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Mikhail Lvovskii

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