Three Short Stories on Leadership

1. The Empty Chair

In a regional leadership meeting, a CEO noticed something interesting.

Every time decisions were made, the same voices dominated. Confident, articulate, fast thinkers. The meeting moved quickly but not always wisely.

At the next session, the CEO placed an empty chair at the table.

When someone asked about it, he replied:

“This chair represents the people not in this room: the frontline staff, the quieter voices, the customers. Before we decide anything, ask: What would they say if they were sitting here?”

The tone of the meeting shifted.

Decisions slowed down but became sharper, more grounded, and more inclusive.

Lesson:

Leadership is not about having the loudest voice in the room. It’s about ensuring the right voices are heard, even when they’re not present.

Great leaders expand perspective before they accelerate decisions.

Read More: Two short stories on Leadership and Self-Leadership

2. The Broken KPI

A division head proudly announced that her team had exceeded their targets for three consecutive quarters.

Productivity was up. Numbers looked excellent.

But during a town hall, a junior employee hesitantly asked:

“If we’re doing so well… why does it feel worse to work here?”

Silence.

Upon deeper review, the leader realised what had happened

In chasing performance metrics, the team had unintentionally created pressure, internal competition, and burnout.

The KPI wasn’t wrong, but it was incomplete.

She redesigned the scorecard. Adding collaboration, learning, and well-being indicators alongside performance.

Six months later, results improved again this time, sustainably.

Lesson:

What you measure shapes behaviour.

But what you don’t measure can quietly destroy it.

Leadership is not just about driving results. It’s about defining what kind of results are worth achieving.

3. The Two Conversations

A manager was frustrated with her team.

Deadlines were missed. Accountability was low. Energy was flat.

Her instinct was to ask:

“Why are things like this?”

Every conversation became a post-mortem.

Blame increased. Motivation decreased.

During a leadership session, she tried a different approach:

“What does good look like for us in the next 3 months?”

“When have we already shown signs of this working?”

“What’s one small step we can take this week?”

The same team. Different questions.

Within weeks, the energy shifted. Ownership increased. Conversations became forward-looking and solution-focused instead of defensive.

Lesson:

Leaders don’t just solve problems; they shape conversations.

And conversations shape culture.

If you want a different outcome, start by changing the questions you ask.

Final Thought

Leadership is rarely about dramatic change.

It’s about small, intentional shifts:

• Who you listen to
• What you measure
• How you speak

Because in organisations, culture doesn’t change overnight.

But conversations do.

Ready to create meaningful shifts in your leadership culture?

Explore how intentional conversations, thoughtful measurement, and inclusive decision-making can transform your organisation.

Connect with Deep Impact today and take the first step towards building a leadership culture that drives sustainable results.

Read More: Psychological Safety in Teams: Encouraging Open Communication and Peak Performance