Future Shapers: The Leadership Balance: Opposing Traits That Inspire Trust

BRG Director Crosby MacDonald and Hugh Meighen, a partner at Borden Ladner Gervais LLP, provide an insightful conversation on the leadership qualities of Robert F. Kennedy, drawing inspiration from Thurston Clarke’s book The Last Campaign. 

Together, they explore how Kennedy balanced empathy with conviction while earning trust and navigating team dynamics with emotional intelligence and purpose. 

They underscore the importance of nurturing relationships by striking a balance between humility and confidence. This allows leaders to truly listen before reacting, focus on their audience, and respond with clarity and intention. 

In reflecting on the qualities that define great leadership, Crosby and Hugh highlight the power of connecting with people who bring different perspectives, expectations, and experiences to the table, an approach that drives richer dialogue, stronger collaboration, and better outcomes.

Selected Transcript Summary   

[0:00]
Crosby introduces himself and Hugh, providing context on their relationship through international arbitration circles. He reflects on the impact of good leaders over his career and introduces the focus on deliberate leadership development. 

[2:55]
Hugh discusses leadership in law firms, noting the influence leaders have on both immediate colleagues and the broader legal community. He emphasizes the importance of recognizing and promoting leadership in others. 

[4:33]
Crosby introduces The Last Campaign. Hugh recounts how Robert F. Kennedy’s sincerity turned critics into supporters, demonstrating a powerful form of connective leadership. Crosby reflects on Kennedy’s charisma and the relevance of micro-level stories in understanding leadership. He asks Hugh what made this story so relevant for the podcast. 

[9:14]
They explore the leadership traits Kennedy displayed, especially his ability to listen first. Hugh critiques the idea that leaders must always instruct, emphasizing that real leadership often starts with understanding. 

[12:32]
Crosby shares experiences from management training, stressing the importance of recognizing different communication styles to lead effectively. Hugh discusses the necessary tension between confidence and humility in leadership. He expands on tailoring communication styles to individual team members to avoid eroding morale. 

[15:33]
They agree that understanding and adapting to individuals is key, especially in professional settings where team familiarity may be limited. Hugh emphasizes trust as essential in the legal and arbitration professions and links Kennedy’s story to the importance of building trust with colleagues, clients, and stakeholders. 

[20:00]
Hugh notes the balance needed between advocacy and trustworthiness in legal settings, where pushing too hard can backfire. Crosby highlights the need for mutual trust within teams, especially under pressure. He shares how he builds trust by ensuring his team knows hard asks are necessary and appreciated. 

[22:14]
Crosby brings up Team of Rivals by Doris Kearns Goodwin and draws parallels between Kennedy and Abraham Lincoln’s leadership traits, particularly empathy and understanding others’ perspectives. 

[25:45]
Crosby reflects on supporting junior staff and watching them grow into leaders. He notes how mentorship is shaped by remembering one’s own early career challenges. 

[26:58]
Hugh talks about pushing comfort zones and how mentors gauge when a stretch assignment is appropriate, even if initially it feels daunting to the mentee. Crosby adds that explicit support from mentors during stretch assignments boosts confidence and reduces anxiety. 

[29:55]
They conclude with reflections on essential qualities for emerging leaders: the abilities to connect across differences, listen sincerely, and hear new perspectives in high-trust environments. 

[32:17]
Crosby and Hugh agree that modern leaders must understand and honor the personal narratives their colleagues bring to work. Leaders who do this well will create stronger, more effective teams. Hugh closes with a callback to Kennedy’s story: if you listen carefully and act sincerely, even your critics can become allies.