“Our job is to empower others, not make them dependent on us”
The Institute of Leadership (visit website) has officially joined CEC European Managers, marking a renewed bridge between the United Kingdom and the European community in the field of leadership and management. As a European social partner, CEC welcomees this new collaboration with enthusiasm.
Europe needs strong, value-driven leadership more than ever. The participation of a UK-based leadership body signals a shared commitment to fostering excellence, innovation, and unity across borders. To discuss the meaning of this step and his vision for the future, we sat down with John Mark Williams, Chief Executive of the Institute of Leadership.
Good morning, John, and thanks for being here. How do you introduce yourself?
Good morning. I’m John Williams, the Chief Executive of the Institute of Leadership.
And on a personal level—who are you?
That’s a big question. I’d say I’m a reasonably experienced business person who’s been fortunate enough to live and work in many parts of the world—the Middle East, the Far East, Southeast Asia, North America, and various parts of Europe.
My passion lies in helping people unlock potential they may not have realised they had—especially in the context of leadership development.
That’s what the Institute I run is all about: enabling more people to become better leaders.
Whether I’m working with aspiring managers or coaching marathon runners, my philosophy remains the same: nurture, encourage, and help people discover they can often go beyond what they imagined possible.
Our biggest barriers are usually mental ones.
You joined the Institute of Leadership in 2020, during the pandemic?
Yes, that’s right—September 2020, during the second lockdown. I didn’t meet my team face-to-face for over a year. It was a fascinating leadership challenge: building trust and cohesion in a team I hadn’t physically met. But we adapted—and learned a lot in the process.
Your background includes time in the Middle East and Far East. How has that influenced your leadership style?
Hugely. One major takeaway is that leadership isn’t a destination—it’s not something you “arrive” at.
Leadership is a dynamic practice that varies day to day, person to person, and especially across cultures. Culture isn’t just geography—it’s also professional, organisational, and even generational.
When I worked in Saudi Arabia, I learned quickly that despite working in Arab-owned companies, the workforce was incredibly diverse—people from India, the UK, the U.S., and beyond. Each brought their own leadership styles and expectations. That taught me that embracing multicultural leadership dynamics is essential in today’s world.
You’ve spoken about taking an evidence-based approach to leadership. What does that mean in practice?
Evidence-based leadership begins with experience. Academic research is vital—think Hofstede or Trompenaars—but nothing substitutes for the real-world application of theory.
One of the best forms of evidence we can gather comes from mistakes—if we reflect on and learn from them.
I often tell leaders two things: give yourself permission to make mistakes, and then critically analyse what caused them. For instance, if someone says, “I was too authoritarian,” I ask, “What triggered that behaviour? The situation? Your stress level?”
Theories like situational leadership help frame this. I once had interns running business events. Initially, I was very hands-on. But as they grew in confidence and competence, I stepped back.
That transition—from direction to autonomy—is what good leadership enables.
It sounds like your leadership style is also deeply educational.
Absolutely. Leadership is about enabling growth.
I often say: Management is eyes on and hands on. Leadership is eyes on and hands off. Our job is to empower others, not make them dependent on us.
How is this relevant to European managers specifically?
European managers operate in a unique environment—a unified economic area, but with immense cultural and regulatory diversity.
Confidence and the willingness to experiment are essential. Experience builds competence, which in turn builds confidence, opening the door to innovation.
The Dunning-Kruger effect illustrates this: people often overestimate their abilities at first. Our role as leaders is to help them through that dip in confidence when reality sets in—and keep them growing.
You’ve often spoken about the five dimensions of leadership. Could you connect those to today’s challenges in Europe—especially when innovation seems difficult to achieve?
The five dimensions—authenticity, vision, ownership, collaboration, and achievement—are incredibly relevant now.
- Authenticity is critical. People can tell when leaders are not genuine.
- Vision gives purpose, and it has to be shared and relatable.
- Ownership means taking responsibility—not just for success, but for failure.
- Collaboration reminds us that no leader achieves anything alone.
- Achievement is the outcome of all the above. Without delivering something, leadership is just theory.
Right now, managers across Europe face risk aversion due to instability. But leadership is about making decisions despite uncertainty—by focusing on what’s within our control.
At a CEC General Assembly in Milan, you said “Innovation is the result of ideas, and ideas come from connections.” How do you see this applying to CEC’s mission?
CEC European Managers‘ great strength is its diversity—across countries, sectors, and cultures. That diversity creates opportunities for unexpected synergies.
I remember an example where engineers in the oil industry found new solutions by consulting aerospace experts. That kind of cross-sector collaboration is exactly what CEC European Managers can foster.
Put 20 European managers in a room, and they’ll immediately connect over shared challenges. That’s where innovation happens—in dialogue and exchange. CEC European Managers can play a decisive role in enabling that.
Discrimination is a key topic in European labour markets. Have you personally experienced it?
Yes, I have—in various forms. Abroad, sometimes due to appearance. In the UK, definitely because of my regional accent—I’m from the North, and that often carries bias in London.
Even my height—I’m over two metres tall—creates reactions. People also make assumptions based on dress. I wear a suit and tie by choice, but in some tech environments, that’s seen as old-fashioned.
Discrimination is complex and often arbitrary. What matters is addressing structural bias—the kind that limits people’s access to opportunity. That requires honest, experience-based reflection. Again, evidence-based leadership helps.
Looking ahead, how will you measure the success of your partnership with CEC?
Two things: feedback and impact.
What are people in the CEC European Managers network saying about us? That’s one metric. The other is more tangible: have we positively impacted even a few member organisations through joint initiatives or thought leadership?
If yes, then our engagement has been worthwhile.
Any final thoughts?
I’m always open to conversations within the CEC European Managers community.
