What Makes A Good Leader

Suresh Narayanan recollects the day he got a call from his boss. “I need you in India, the Maggi crisis is getting serious.”

On May 7, 2015, a news report said that the government was considering a nationwide ban on Maggi noodles over complaints of high lead content. A well-known news anchor called for the arrest of the head of Nestlé India. In spite of vouching for the safety of the product, Nestlé took the product off the shelves.

From Nestlé Egypt, Nestlé Singapore, Nestlé Indochina to Nestlé Philippines, Suresh was a capable and old hand. He was called back to India, joined the Board of Directors of Nestlé India as managing director on August 1, 2015 and designated as chairman and MD on October 29, 2015. In November 2015, the ban was lifted. In his book Courage Under Fire, he speaks of leadership lessons from the Arab Spring, the Global Financial Crisis, the pandemic, and the Maggi noodles ban.

Here are some leadership learnings that he has imparted in his book.

Define Your Purpose

What defines me as a person? What is my driving purpose in life? These aren’t just philosophical musings; they are inquiries that shape who we are and how we lead. Too often, we jump straight to tangible career goals without considering the moral compass that will guide us. Purpose in its simplest form is what the journey of our lives should represent, and the kind of impact we want to leave in any role we take on.

Take the example of Dr Edith Eva Eger. At age 16, this ballerina and gymnast who was training for the Olympics, was crammed into a cattle truck from Hungary to Auschwitz. She survived and arrived in the US with nothing. She went on to become a practicing psychotherapist and author. She found purpose by helping individuals discard their limitations. She died in April 2026 at the age of 98.

In my own career, I defined my purpose as one that has a positive impact on as many people as possible. This principle has shaped all my decisions and actions throughout my journey, constantly reminding me that leadership is about service. Find a calling that resonates, inspires, and forms your compass in life.

Manage Yourself, Before Others

When we face unexpected challenges, we get swept up in the swirl of emotions: fear, frustration, or anger. The ability to deal with our feelings determines how we navigate the situation. Do we adapt or do we reject? Do we push back, or wallow in anger? The one fundamental truth that sets the tone for the path ahead is how you manage yourself and your emotions. When a storm brews (be it a family dispute, a neighbourhood issue, a team issue, an organisation issue, or any crisis), choose to be in the eye of the hurricane: steady, focused, and ready to guide yourself and others through uncertainty. Your demeanour can set the tone.

In my experience, I have seen that 50 per cent of how well we manage a crisis depends on how well we manage ourselves and our emotions. Unfortunately, in the art of leadership, we place greater emphasis on sharpening analytical skills and strategic competence rather than helping individuals unlock their inherent power.

There are no best practices for managing emotions; rather, it begins with understanding your typical emotional responses to situations.

At the International Institute for Management Development (IMD) Business School’s Lausanne campus, Professor George Kohlreiser introduced the idea of a leader as a “secure base” who remains emotionally grounded, and anchors the team. His insights stem from his background as an organisational and clinical psychologist as well as a police psychologist and hostage negotiator. His emphasis was on leaders cultivating an environment for individuals to explore, innovate, and take risks. Just remember, a leader never has all the answers, but should ask the right questions, while creating a safe place for everyone.

Look Outwards

In times of adversity, the ability to accept one’s circumstances can serve as a powerful catalyst for resilience and growth. During the aftermath of Hurricane Katrina in 2005, communities came together, acknowledged the reality of the crisis, and rebuilt together. Without denying the extent of destruction, despair and panic moved to effective problem solving.

In tough situations, if you prioritise personal gain, you could make choices that seem beneficial for your career, but could harm teams and organisations. By prioritising the needs of the group, we overcome challenges, make collective solutions, and build a stronger foundation for success that will hold well in future.

Courage To Course Correct

I have observed that many leadership failures do not stem solely from poor strategy, incompetence, or weak planning. While some elements may be misaligned, what often strikes me is the lack of courage to confront reality. When faced with changed circumstances, even capable leaders can be blinded by their past successes. They may hesitate to acknowledge the need for change, fearing the implications of admitting that their original plans are no longer viable. It is essential for them to recalibrate goals and strategies in the light of new realities.

Manage Outcomes

Leadership is about defined outcomes. The outcomes achieved are the result of collaboration. Individual efforts are important, but they must be harmonised for the greater good. My experience has taught me that if you give someone purpose, magic happens. The best results come from setting goals that reflect shared aspirations, collective effort, and mutual ownership. When everyone understands what needs to be done and what’s in it for them, it creates a sense of unity and purpose.

The most under-leveraged, under-recognised, and dispirited asset that does not appear on the balance sheet is people. Legendary basketball coach John Wooden emphasised that the true star of the team is the team itself.

Establish Your Values

Values define what is important to you as an individual, and what is non-negotiable. Dignity, respect, and attention to every human being, irrespective of their status in life have always been important to me. A superior in my office gets the same respect as the individual who serves me coffee. Your behaviour is just an outward manifestation of your emotional control and the values you cherish, or don’t.

Credibility is built action by action over days, weeks, months, years and through decades. When you enter a room, the perception of creditability should be immediate. In a crisis, no one asks for your degrees. They simply want to know if you are capable and credible.