Future Shapers: Next-Gen Leadership Stories Podcast

A podcast spotlighting the journeys of emerging leaders and told through the stories that shaped them. 

Emerging leaders from BRG, along with rising leaders from our client organizations, explore powerful stories that have influenced their leadership paths. Whether drawn from a personal experience, book, film, or pivotal moment in history, each story offers insight into how leaders can grow, succeed, and adapt in today’s environment. 

Subscribe and listen to all episodes at your convenience via any device at Spotify, Apple Podcasts, iHeartRadio, and Amazon Music. 

Episode 2: Finding Common Ground through Open-Mindedness and Effective Communication Defines True Leadership

BRG’s Nelida Abi Saab and Lucy Preston, a senior associate at Mantle Law, explore Adam Grant’s book Think Again: The Power of Knowing What You Don’t Know, which centers around open-mindedness, effective communication, and benefits of finding common ground.

Drawing from their own professional journeys, Nelida and Lucy unpack what it means to lead—regardless of job title. They explore nuances between being a manager and a leader, emphasizing that leadership is less about tenure and more about coaching and creating an environment for open dialog and challenges to one’s ideas.

Key themes include the value of teamwork, courage to admit mistakes, and power of constructive feedback. They underscore that great leaders are defined by their abilities to adapt, uplift others, and lead with authenticity and integrity—not their tenure or charisma.

Their conversation also highlights the importance of creating a respectful environment which fosters honest dialogue and innovation.

To close, they offer advice for aspiring leaders: stay resilient, challenge yourself, and lead by example.

Selected Transcript Summary

[0:39]
Nelida and Lucy share how they met at a networking event three years prior, bonding over running. They reflect on leadership, agreeing that it is not the exclusive domain of partners or CEOs—it can start from the first day in any role. Lucy explains that leadership begins when you enter a situation and is separate from seniority or technical skill.

[1:33]
They discuss the difference between a team member, manager, and leader. Lucy emphasizes that success in leadership involves mastering all three roles. She shares that leadership has been on her mind since entering law and recommends Adam Grant’s book Think Again, which emphasizes persuasion through empathy and finding common ground.

[4:08]
Lucy applies lessons from Think Again to leadership and the value of starting with shared understanding and curiosity to resolve conflicts. She stresses that narrowing disagreements builds trust and empowerment in teams. She also references Brene Brown’s guidance on giving feedback that is “true, necessary, and kind.”

[8:43]
Nelida agrees and draws on the book Getting to Yes, relating her experience of separating people from problems to develop collaborative solutions. She highlights the dangers of tunnel vision and unconscious bias, noting that strong leadership requires staying open to new facts and perspectives.

[10:50]
Lucy introduces the acronym FAIL (First Attempt In Learning), encouraging a mindset that embraces mistakes as opportunities. She calls for objectivity and detachment from personal stakes in decisions, noting the importance of adapting to new information rather than sticking to prior conclusions.

[15:43]
They discuss flawed assumptions about leadership, particularly the belief that more experience always equates to better leadership. Lucy critiques legal hierarchies and the habit of dismissing junior perspectives. Nelida adds that technical skills alone are insufficient for leadership and that promotions should consider emotional intelligence and people management.

[16:52]
Nelida and Lucy discuss technical competence versus leadership capability and why being a good performer may not translate to a good leader. Lucy highlights a mentor who exemplified both and how constructive conflict was encouraged in that relationship. Nelida shares her own story of being empowered by a mentor who gave her autonomy early in her career and allowed her to put her skills into action.

[23:37]
Nelida and Lucy debunk the myth that charisma is a prerequisite for leadership. Nelida argues that true leadership is grounded in integrity, authenticity, and trust. She rejects the “fake it till you make it” mindset, advocating instead for genuine accountability.

[24:58]
Lucy agrees and highlights the importance of leaders admitting when they are wrong. She critiques societal norms that discourage vulnerability in leadership, affirming that titles and confidence do not inherently make someone a leader.

[27:48]
Lucy adds that challenges from within a team should be seen as signs of commitment and engagement, not as threats. She shares her own experience of raising issues respectfully in meetings and how such behavior models constructive dissent for junior colleagues.

[29:09]
They transition to defining essential leadership qualities. Nelida underscores the need for openness to new ideas and adaptability, particularly in fast-changing environments. Lucy adds curiosity, empathy, resilience, not being afraid to fail, and the importance of rejecting tradition for tradition’s sake.

Episode 1: Discovering Your “Why” and Embracing Leadership as Service to Drive Collective Success

BRG Director Matthew McSheaffrey and Alex Lerner, a partner at Stewarts, explore key insights from Simon Sinek’s influential books Start with Why and Leaders Eat Last. Together, they unpack the power of understanding one’s “why” in shaping a meaningful professional journey and discuss leadership as a form of service—where leaders invest their time and resources for the growth and success of their teams.  

They emphasize the importance of creating Sinek’s “circle of safety” environment, where team members feel secure, empowered to innovate, and able to focus on their strengths, ultimately driving collective success.  

Drawing from Sinek’s “Why, How, What” framework, they highlight how identifying a clear mission can redefine leadership approaches and how it has significantly shaped their own leadership philosophies and practices.  

They also touch on the value of mentorship, the impact of influential mentors throughout their careers, key turning points in their professional paths, and the importance of developing self-confidence to continue moving forward.  

Selected Transcript Summary

[00:00]
Matthew and Alex introduce themselves and discuss their professional backgrounds and personal connections. Matthew highlights his experience in litigation and arbitration at BRG. Alex shares his journey to partnership at Stewarts and his focus on high-value financial services litigation and particularly group litigation. 

[2:57]
They introduce the topics of leadership and mentorship, focusing on how leadership roles evolve over time. Both reflect on personal experiences transitioning from individual contributors to team leaders. 

[4:40]
Matthew and Alex introduce Start with Why as the foundation for their discussion. Alex summarizes the “Golden Circle” concept: why (purpose), how (process), and what (product). Alex discusses the impact of Start with Why on his leadership style, highlighting the need for leaders to inspire both clients and internal teams by articulating their mission clearly. 

[9:40]
Alex introduces Leaders Eat Last, discussing leadership as a service and the concept of creating a “circle of safety” for teams to thrive and specialize without fear. 

[13:07]
Matthew and Alex agree on the importance of allowing team members room to make mistake early on to build confidence and skill. They discuss how creating safety and trust accelerates individual and team growth. 

[15:19]
Alex reflects on which parts of Sinek’s books resonate most with him, including the focus on introspection, service-oriented leadership, and building empowered teams that act independently but cohesively. 

[18:59]
Alex discusses his personal journey in trying to define his “why,” centering around working for justice through collective redress.  

“The working for justice or access to justice is the why, the collective redress is the what—although that is a bit more debatable—and instructing stewards would be the how,” says Alex.  

[21:29]
Matthew and Alex agree that finding a “why” is challenging but important to building resilient, successful teams. They note that while not all leaders have a “why,” working under leaders who do is particularly inspiring. 

[23:21]
Matthew reflects on the role of mentors in his career and how their examples of leadership, quality, and work-life balance have shaped his development. 

[26:35]
Matthew discusses how working closely with Danny Ryan, a BRG managing director and head of the firm’s London office, influenced his own leadership approach, emphasizing trust, high standards, and accountability within teams.  

Alex shares his experiences learning from multiple mentors, highlighting the value of autonomy, safe spaces to grow, and learning law firm dynamics and leadership behaviors. 

[34:35]
Alex offers advice to mentees: find your “why” early, balance hard work with smart work, and find the right mix of confidence without arrogance to become a good team player and future leader.