The imperative for a change in the ideals of “leadership”

From my late 20s onwards, I embraced numerous opportunities to manage large teams at various multinational companies. My initial and most profound leadership experiences were with Blackberry and Autodesk, two prominent organizations. Though I had led a small Design team when I worked for Siemens, it was not until I returned home to Canada that I grew into my shoes as a people leader. At that time, and to a large extent even today, the majority of my team members, who I inherited from previous leaders, were white men, interspersed with a handful of “diverse females,” mainly of South Asian and Asian descent. This team composition was typical in the tech industry. Being a Black Caribbean woman, my presence in this environment was exceptional, adding a unique dimension to the teams I led. But it was nothing special to me. It felt natural, for the most part. I got along well with everyone and most people got along well with me. Some of my deepest friendships, today, are with a subset of these people who once called me Boss (I hate that term; everyone is their own boss). <a href="https://kemlaurin.medium.com/the-imperative-for-a-change-in-the-ideals-of-leadership-00ac4d634ad9">Website</a>