RYG: 4 Leadership Lessons From The Samurai Warrior

In today’s dynamic and demanding work environments, leaders are increasingly called upon to go beyond managing performance; they must lead with humanity. Mental health is no longer a “nice-to-have” HR initiative. It is a strategic leadership imperative that directly affects organisational outcomes such as productivity, innovation, retention, and resilience. For C-Suite executives, mid-level managers, entrepreneurs, and even students preparing for leadership, recognising the impact of mental well-being on business performance is vital. When mental health is sidelined, burnout rises, trust erodes, and decision-making suffers. When prioritised, leaders build organisations that are not only high-performing but also human-centred and sustainable.

Over the years, there has been much debate going on over what constitutes quality. Various disciplines have attempted to define the concept, and many have come up with their own definitions. In such a complex labyrinth of definitions, how does one make sense of what ‘high quality work’ constitutes, and how do you go about ensuring you deliver that type of work?

We have seen organisations face problems when someone new comes to fill in a leadership position. Why does this happen? International speaker, trainer and consultant Scott Deming says that is because people are often focused on being disruptive, creating change simply for the sake of changing – which isn’t going to work.