Will Sung’s Post

A short reflection on #leadership. I currently lead an organisation of more than 150 staff, a mix of policy analysts, lawyers, IT and data professionals, comms and finance experts. No two days are the same and I need to be comfortable dealing with the unexpected, flexing and surging as needed. As we start a new financial year, I’m forever grateful to the unsung heroes in the workplace; individuals who keep the office functioning, pay the invoices, ensure we all get paid at the end of the month, and keep our IT and data safe and secure. Sometimes as a leader it’s easy to forget what works well and instead spend the bulk of one’s day responding to problems and managing risks. So I want to say thank you to those colleagues who keep me safe, secure and able to do my job. I remember when I first transitioned into a senior leadership role several years ago in the Foreign, Commonwealth and Development Office. I was lucky enough to enroll in a senior leadership programme and recall vividly an executive coach explaining the difference between management and strategic leadership – the latter “always involves people”. It is not possible to lead successful teams without connecting with other human beings. That can be a challenge in today’s digital world where relationships are often built and maintained over a Teams call. Like my friendships, I prefer interacting with colleagues in person, face-to-face, rather than on screen or online. I think it leads to richer conversations and better connections. So as we start the new financial year, my resolution is to spend more time building those connections, both in-person and online (all ideas on the latter are gratefully received). It is easy to focus on the inbox or get diverted into addressing problems which others are better placed to resolve. As a leader, it’s important to come up for air and look ahead. I’ve learned through experience that it’s essential for me and my colleagues to know where we are heading and how we will get there. That’s where having a clear purpose, backed-up by a compelling vision and values, is invaluable in uniting individuals and teams, so that we can work together. Leaders imprisoned in ivory towers will ultimately fail. The other learning for me is the importance of actively listening and being open to persuasion. Yes, there are times when you need to be comfortable with ambiguity and to act decisively. But leading solely from gut instinct isn’t a good strategy. As in my personal life, I know I make better decisions at work once I’ve had the chance to talk things through and hear different opinions. My worst experience as a leader was when I failed to really hear and understand what colleagues were telling me. No leader is perfect. Everyone is a work in progress. But a genuine commitment to learning from failure will help avoid repeating the same mistakes. And to those unsung heroes at work who keep the wheels turning – thank you.

In management, there's a prevailing misconception that ascending to the top echelons is a divine bestowment. Let me dispel that notion: it's not. Every position is a confluence of circumstances—a predecessor's departure, the emergence of new roles, rapport with the board or owners, and of course, attitude. Attitude, often misconstrued as mere compliance or sycophancy, is not just about knowledge, or skills; it's about embodying a servant mindset, being ever-available, the proverbial "Yes Man." Yet, regrettably, individuals with stellar qualifications, expertise, and dedication sometimes take a backseat if their disposition challenges the status quo. Their alternative perspectives, though grounded in substance, clash with entrenched convictions. I've sat through countless client meetings where superiors exhibited a glaring lack of comprehension, failing to do their due diligence. Instead of fostering dialogue, they monopolize discussions with uninformed monologues or vague inquiries. Disregarding the client's perspective, they assert their own importance. Having traversed the international arena for over two decades, I've learned the importance of thorough preparation. However, when top managers aren't prepared and humble, it can mess things up, causing them to say or ask things that don't make sense and throw off the whole meeting. Consider these blunders: confusing institutions, proposing archaic governance models or discussing languages irrelevant to the audience. These mistakes, not only make the company look bad but also make its representatives seem unreliable, setting the stage for failure down the road. Success hinges on fostering trust within the management cadre and heeding expert counsel. Conversely, hubris and self-centeredness sow the seeds of personal downfall. Let's recalibrate our approach to management. Let's prioritize humility, preparation, and a collaborative spirit. Only then can we chart a course toward enduring success, both personally and professionally. #Leadership #Management #Humility #Humble #Success #ProfessionalDevelopment

This week I saw two expert colleagues debate the value of detailed tables vs. short bullet lists.Then,  I had a conversation with another who had developed a styles instrument based on their intuition. They felt confident that the tool was useful because they got so much positive feedback from their clients, and though they were curious about my stance that such tools were problematic, my questions about construct validity and the impact of using such approaches held little sway. Then I stayed up discussing historical approaches to eugenics with my daughter who is preparing grad school applications and though she was exhausted at the end of the term with a holiday coming, would not take a break until she was sure she had done everything she possibly could to produce excellence. In each interaction - even ones in which I had a strong point of view - it felt clear that the motivations were more than simply tactical. Values - whether conscious or unconscious - undergirded each choice. As facilitators and leaders, our values shape how we show up in every space, from high-stakes meetings to quiet moments of reflection. They determine how we connect with others, handle conflict, and navigate the unexpected. But often we travel through life habitually without really examining our values and our alignment with them. Values aren’t static—they’re tested and revealed in the moments that matter most. Whether it’s adapting to the needs of a group, balancing competing priorities, or showing vulnerability, our values remind us of what truly matters and guide us to act with intention. It was tempting for me in these interactions to identify certain choices as better or “more right” than others. But, I realized that judgment was potentially premature. More useful questions were, “What does this person care about?” and then “Given that, how are their actions and choices supporting those values?” I might agree, respect, and aspire to those values and actions - as I often do when engaging with my daughter. Or I may disagree. But ultimately, as leaders, it is our awareness of and alignment with our values by which we can measure our success. Acting as a values-based leader means: 👉 Aligning actions with beliefs so that others see integrity in everything we do. 🫡 Modeling what matters most to create environments where our values are reflected. 🧭 Making tough decisions by using our values as a compass during moments of uncertainty. 👥 Building trust and connection by staying authentic, even when it’s challenging. What values guide your leadership? #Leadership #Facilitation #Values #Integrity #Authenticity #Purpose #Trust

Here's how I turned a leadership mistake into a trust-building win in 24 hours: (A real example of The Dunham Blueprint in action.) Last week, as board president, I faced every leader's nightmare: Team confusion. Conflicting messages. Public embarrassment. 1 event, 2 different dates scheduled for it.  Multiple communication channels.  Board members feeling embarrassed. Someone said: "As president, he doesn't even know what he's talking about." The easy path? Point fingers. Share blame. Protect ego. Instead, I chose authentic leadership: 1. Owned the confusion completely "This was my fault. I dropped the ball on communication." 2. Took public accountability "I apologize for the embarrassment this caused everyone." 3. Protected my team "No one else is to blame. This is on me as your leader." In just 48 hours, we achieved: • 100% team alignment on communication protocols • Deeper trust (several board members specifically acknowledged this) • Stronger systems implemented • Simplified communication mechanism/model. • Crisis transformed into growth catalyst Most importantly? We turned a potential crisis into stronger unity. Here's what I learned: True leadership isn't about being perfect. It's about being accountable. Your team doesn't need a flawless leader. They need an authentic one. Mistakes can create amazing positive growth, if your mindset is: “This happened FOR me." (Instead of TO me.) This wasn’t fun, however it was an invaluable transforming experience for me. Through my Dunham Blueprint for Purpose-Led Leaders, I help executives: • Lead with values when stakes are high • Turn challenges into trust-building moments • Build stronger teams through authentic leadership • Transform setbacks into breakthroughs in 90 days or less Ready to transform your leadership challenges into opportunities for deeper impact? Not for you if: • You want to avoid difficult conversations • You prefer protecting image over building trust • You're looking for "perfect leadership" strategies Perfect for you if: • You're ready to lead with transparency • You value authentic leadership over ego • You want to build unshakeable team trust → Complete the questionnaire in my Featured section to explore working together. (Limited spots left for Q4) #AuthenticLeadership #ExecutiveLeadership #PurposeDrivenSuccess ———— I help 𝙁𝙤𝙪𝙣𝙙𝙚𝙧𝙨 𝙖𝙣𝙙 𝘾-𝙎𝙪𝙞𝙩𝙚 𝙀𝙭𝙚𝙘𝙪𝙩𝙞𝙫𝙚𝙨 transform overwhelming success into meaningful fulfillment through my 𝘿𝙪𝙣𝙝𝙖𝙢 𝘽𝙡𝙪𝙚𝙥𝙧𝙞𝙣𝙩 𝙛𝙤𝙧 𝙋𝙪𝙧𝙥𝙤𝙨𝙚-𝙇𝙚𝙙 𝙇𝙚𝙖𝙙𝙚𝙧𝙨. 👀 𝗟𝗼𝗼𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝗮 𝘀𝗽𝗲𝗮𝗸𝗲𝗿? I share insights on leading with purpose, creating meaningful impact, and building lasting legacy. Message me for details.

I have had incredible opportunities to know and collaborate with many senior leaders both in GOVERNMENT and private sector. But after engaging with so many of them, I have realized there's a reason those individuals rose to the top. Here are 3 key traits I've consistently observed among long lasting CEOs and advisors: 1. #Genuine Humility-- They aren’t just humble for appearances; the more you interact with them- The more you realize it’s coming from within. 2. #Prompt Responsiveness-- Despite their demanding roles, they always made time to respond quickly to me. Infact, it’s something I personally strive to improve, as my inbox overflows everyday. Yet, I’ve learned that the more approachable you are on the way up, the more likely you are to stay there! 3. #Unwavering Professionalism-- I have seen many aged mid managers who just don't show up for a meeting, even after committing. I recall a very senior government leader who, despite the passing of his mother, showed up 2 days later to teach a masterclass because he had committed! He later shared the sad news with me. While few can question if it was needed, but what a show of commitment and ethics. -- Honestly, I don't think you can really learn to be a leader. These traits are ingrained. But yes, knowing these traits can always help you to not sway to the other side of the right values. Conversations, especially the ones that happen behind the scenes, have taught me this-- People can forget your work. But People will NEVER forget how you make them feel !

With leadership always a hot topic, particularly in an election year, it made me consider how the best leaders I've worked with always helped me develop my skills, even if it's in just a small way. Kris Shergold - my first job out of uni, cold calling IR folk. I wasn't particularly good, but remember Kris's words of "they're just people and it's just a conversation". Took away some of the terror and definitely helped me be more confident in how I communicate and approach introductions now. James Allen, James Stibbs - taught me how important it is to think about the audience we're communicating with. What do we want them to take away? Great football chats as well! Johannah Flaherty - 100% encouraged creativity and to try things out. If they don't work, learn from them and be better next time. Also helped bring out the importance of project and stakeholder management. Claire Grundy Tim Prince - Working at Network Rail predominantly through COVID times was intense. But Claire and Tim helped me to build more confidence in bringing ideas to the table and managing expectations on projects. They also, unsurprisingly during COVID, emphasised the importance of checking on people and their wellbeing. I've taken all of these things and more during my career so far and looking to grow further at KPMG, where i've worked for and with more excellent leaders in my team Claire Hyde Donald Roy Gary Oxenham Sarah Hilyer. Always finish with a call to action, so, what have the best leaders helped you achieve or helped you to develop in your career?

Why is doing the right thing so difficult? I was reflecting this week on a situation several years ago, where one of my team had come to me, upset, because they knew they had to have a difficult conversation with someone, and they were fearful of the outcome. I listened as they outlined their concerns, frustrations and anxiety over the discussion that needed to happen. This was a continuation of previous ‘hard conversations,’ they had been undertaking. But this time the question to me was different. It was along the lines of ‘Why should I bother? My peers are not tackling difficult conversations …I stand out as doing something different.’ This was more intriguing. We discussed, at length, the purpose of the conversation that they were having and why it was important to team effectiveness and delivery. They understood that, but could see the ‘easy option’ that their peers had taken and so it was a little annoying to them, that their colleagues were not operating in the same way. This got me thinking, how many missed opportunities are out there, for businesses to improve, because their management is not only unwilling to tackle to difficult conversations, but their leaders don’t want to stand out from their peers by doing the right thing. This then highlights to me how courageous managers at times must be. They need to overcome the actual difficulty of the conversation or action but also the potential isolation from others who are unwilling to take the right (but more difficult) action. In a social sense it can take us way from the tribe.. And if we don’t want to stand out, or stretch ourselves, then mediocrity or poor performance is the only outcome that will prevail. Where does this leave us then? As leaders, if we are noticing this difficulty across those we manage, there are several key areas to consider if we are serious about improving our team and the organization. 1. Am I demonstrating the behaviours and actions I want to see? 2. Am I creating the right culture that supports taking difficult action? 3. Am I ensuring to recruit managers with the right mindset and courage? 4. Am I challenging and training those who do not yet feel brave enough to lead difficult conversations? At the end of the day, we want to be creating and maintaining an environment that celebrates and highlights those challenges (and difficulties) that help the team be better. If we are not willing to look at ourselves first to put in the extra effort that is required, then we should not be surprised when our managers choose to take the easy way out…allowing poor performance to prevail.

🙋🏻♂️3 Killer Questions SLII® Leaders Ask🙋🏾♀️ 💥“Do you want to share with me how you’d like to approach this task or would you like me to outline how I would approach it?” The answer managers get from this question are fascinating, as it signals a level of confidence in the team member if they ask to share their ideas first OR a lack of it if they always ask you to share your approach and then simply go along with your recommendations without even sharing their own. 💥“As this task is something you’ve had limited experience in, would you be comfortable with me outlining the steps I’d like you to make, and the order to complete them in? I’d then welcome your thoughts and feedback on what could be improved next time.” A good question that leans into the directive behaviours that are appropriate at at D1 or D2 level. It’s clearly more ‘tell’ whilst making it clear that we want their opinions on what could be better, once they’ve completed the task at least once. This can be powerful for indovials who have some transferable knowledge to bring to the table, but who lack specific knowledge of how to complete the task in a new role or company. 💥 “Are there any tasks or goals where you’d like more direction from me? Are there any where you feel you need less direction and involvement from me?” A great question for 1-to-1s, this allows the individual to indicate where they may need more help and direction, and also those where they’d quite like the manager to take a less active role. Okay, you could say this question is perfect for those times when the team member feels they’re being micromanaged, and wants an opportunity to express that. That’s another reason why it’s important in the goal setting stage to get alignment on how often we should review progress with the task? If the team member wants more frequent check ins than the manager feels is necessary, go with it, at least initially. It may be they just need the safety net of checking in frequently to build up their confidence, and you can then move to less frequent catch ups as their confidence builds. Oh, and it’s less likely they’ll feel micromanaged if you’re meeting with them on their preferred time frames! #situationalleadership #unleashpotential #SLII #leadershipdevelopment #multisite #operationalexcellence David Blackmore Daniel Mills Kain Ashton Emma O’Neill Xhemal Palamani