You Lead

You Lead Plot Summary

Introduction

The first tremors of change hit on that crisp September morning in 2001. Standing at the window of his Manhattan office, Minter Dial watched in horror as the second plane crashed into the World Trade Center. In that moment, amid the chaos and disbelief, a profound question formed in his mind: "What am I really doing that matters?" This existential shock forced him to reconsider everything about his leadership approach and personal identity. While none of us should need such a traumatic catalyst, many leaders continue operating on autopilot until crisis strikes, missing the opportunity to lead from a place of authentic purpose. Today's business landscape demands a new form of leadership—one where the artificial divide between personal and professional selves dissolves. As digital transformation reshapes organizations and traditional hierarchies flatten, leaders face unprecedented pressure to demonstrate authenticity, vulnerability, and ethical clarity. The most effective leaders have discovered that bringing their whole, imperfect selves to work creates deeper connections with teams, stronger engagement with customers, and ultimately, better business results. By embracing both personal passion and professional responsibility, these leaders tap into a sustainable energy source that powers meaningful transformation in turbulent times, all while discovering a profound sense of fulfillment that transcends mere success.

Chapter 1: Redefining Leadership: The Wake-Up Call and Personal Journey

When running Redken as a global brand within the L'Oréal Group, Minter Dial embraced what others considered strange: the Redken Hug. This practice—a genuine, extended embrace that lasted "until heartbeats synchronized"—made many L'Oréal executives uncomfortable, especially those in corporate human resources. Unlike the traditional tap-tap-tap corporate hug where chests barely touch, a Redken Hug was intentional, bonded, and long—about seven seconds. Led by Ann Mincey, the unofficial "Director of Love," this practice became standard throughout the organization. The science behind this "madness" was substantial. Studies showed that hugs lower blood pressure, reduce stress hormones like cortisol, and increase oxytocin, which promotes feelings of contentment and trust. In a professional context, this increased production of oxytocin had the unexpected benefit of fostering greater trust within the team—a precious asset in business relationships. The hug represented more than just a physical gesture; it embodied the brand's philosophy that "Redken Loves You," which applied first to staff and then to customers. This unusual practice wasn't unique at Redken. The company created a distinct culture with its own language, rituals, and gestures—from a special handshake to merchandise that employees wore with pride. These shared experiences generated a powerful sense of belonging to what they called the "Redken Tribe." While some outside the organization found these practices strange or excessive, this reaction only confirmed the brand's strong identity. The Redken example illuminates a central truth about authentic leadership: when you allow yourself to be fully present—including your personal values, passions, and even eccentricities—you create an environment where others feel permission to do the same. By embracing practices that might seem unconventional but align with your core values, you establish a culture where people feel genuinely seen and valued. The energy that flows from this authenticity becomes a competitive advantage that transcends traditional business metrics, creating both financial success and meaningful human connections.

Chapter 2: Governance and Ethics: Finding Your True North

Hamdi Ulukaya, founder of Chobani, never envisioned becoming a champion for refugee employment or workplace equity when he purchased a shuttered yogurt factory in upstate New York. Yet as his company grew from five employees to thousands, he found himself drawn to a higher purpose beyond profit. Having been an immigrant himself, Ulukaya began hiring refugees—first a few, then hundreds—offering them not just jobs but pathways to dignity and self-sufficiency. When criticized for this practice during the height of anti-immigrant sentiment, he didn't back down. Instead, he formalized his commitment by establishing a foundation and pledging to donate a significant portion of his ownership to his employees. The Chobani mission statement reflects this authentic commitment: "To bring high-quality yogurt to more people and create positive change in our country's food culture." Unlike grandiose corporate missions that feel disconnected from daily operations, Chobani's purpose resonates because it's entirely consistent with its core business while meaningful to a wider audience. When Ulukaya speaks about this mission, he does so with humility, gratitude, and authenticity—qualities that make his leadership compelling and trustworthy. In contrast, many companies adopt governance structures that separate corporate identity from commercial operations, creating dissonance between stated values and market behavior. This disconnect becomes particularly problematic in hybrid companies like Samsung, L'Oréal, or LVMH, where the corporate name appears on some products but not others. Such structures often lead to cultural inconsistencies and competing priorities that undermine authentic leadership. The most cohesive leadership emerges in environments where corporate and commercial identities align, where founding family values remain present, and where ownership structures allow for long-term thinking beyond quarterly pressures. Yet regardless of structure, every leader must establish their own ethical framework—their "true North"—to navigate increasingly complex technological and social challenges. As Dial writes, "Ethics are, by definition, personal." No compliance department can substitute for a leader's moral compass, especially as technologies evolve faster than regulations can adapt.

Chapter 3: The CHECK Mindset: Curiosity, Humility, Empathy, Courage, Karma

When former CEO of Gilt, Kevin Ryan, implemented a radical customer service initiative, many industry observers were puzzled. He required all 800 employees—from executive committee members to engineers and data scientists—to undergo two days of customer support training and spend time answering phone calls from customers. This wasn't just ceremonial; it was a structural commitment to developing empathy throughout the organization. The results were transformative. Engineers who previously designed features based on technical elegance now understood the frustrations real customers experienced. Data scientists who analyzed behavior patterns gained insight into the emotions driving those patterns. By literally putting everyone in conversation with customers, Ryan created an organization sensitized to the customer voice at every level. This practice exemplifies the "CHECK" mindset that distinguishes truly effective leaders: Curiosity, Humility, Empathy, Courage, and Karma. At WestJet Airlines, this mindset manifested in their famous "Christmas Miracle" campaign. In 2013, they asked passengers at departure gates what they wanted for Christmas, then scrambled to purchase and wrap those very items to await arrivals at baggage claim. Imagine pitching this idea to a board: "We'll give 250 passengers whatever they ask for and mobilize 175 employees across three airports." The typical executive response would raise endless concerns about cost, liability, and logistics. Yet WestJet leadership embraced the risk, motivated not by calculated ROI but by genuine desire to create meaningful experiences. When their video of surprised passengers went viral, garnering 50 million views, the marketing value was undeniable—but the real payoff came in employee engagement. The CHECK mindset isn't something leaders can simply mandate or learn through conventional business education. It requires honest self-reflection and personal growth. Curiosity means developing genuine self-awareness and openness to learning. Humility involves letting go of ego and embracing collaboration. Empathy—understanding others' thoughts and feelings—drives both team engagement and customer satisfaction. Courage means acting despite fears, especially the fear of showing vulnerability. And karma represents the magic that occurs when you contribute value without expectation of return—a mindset that creates sustainable energy for both the leader and the organization.

Chapter 4: Employee-First: Building Trust from the Inside Out

Phil Lesh, bassist for the Grateful Dead, once explained their improvisational magic: "That's how the Grateful Dead evolved as they did. It was because everybody listened really hard to each other. It's the only way to go. You had to listen." From 1965 to 1995, the band played 2,317 concerts—about 80 shows yearly, each approximately five hours long. Not one concert was identical, and no song was ever performed the same way twice from their repertoire of around 450 songs. Their business model was equally revolutionary: while the music industry focused on selling records through concerts, the Dead focused on concerts themselves, even allowing fans to record shows and share recordings freely—creating what today would be called "viral content." This example perfectly illustrates the "Inside-Out" model of leadership, where connection begins at the core and radiates outward. The Grateful Dead's six musicians—each from different musical backgrounds—had to listen and respond to each other without a predetermined script. Garcia, though often seen as the leader, led from the center rather than the front, allowing each member's unique contribution to shape the collective sound. This approach created not just music but experiences that cultivated an intensely loyal community. The same principle applies in business leadership. When Redken implemented their Inside-Out model, they placed "Redkenites" (employees) at the center, surrounded by Redken Performing Artists (independent contractors), distributors, salon professionals, and finally consumers. Those at the center carried the concentrated essence of the brand's culture, beliefs, and values, which then radiated outward through each layer. This employee-first approach contradicts conventional wisdom that prioritizes customers above all else, yet research consistently shows that companies with highly engaged employees deliver superior customer experiences. The alignment between employee experience and customer experience isn't accidental—it's structural. What you promise to customers must also hold true for employees. If your communications about work-life balance, diversity, or innovation don't match internal realities, employees will recognize the hypocrisy. This disconnect explains why, in a 2019 study, 70% of employees agreed that when companies talk about purpose, it's "basically a communication ploy." Authentic purpose begins inside the organization, where it must resonate from leadership throughout every level before it can genuinely reach customers.

Chapter 5: Customer-Centricity: Balancing Humanity and Technology

When Glossier founder Emily Weiss launched her beauty brand, she positioned it as a direct challenge to the industry's traditional power structures. "I felt there was a lack of personal narrative in the beauty industry," she explained, describing her frustration with the beauty "aristocracy" where fashion editors and multinational corporations controlled the conversation. Her radical vision placed customer stories at the center of product development, marketing, and community building. This philosophy extended to how Glossier structured its customer service team. Unlike traditional models where support representatives work from scripts and metrics focus on call volume, Glossier's team operates within the marketing department. Representatives are encouraged to share personal stories with customers, creating genuine conversations rather than transactions. This approach recognizes that in today's multifaceted customer journey, human interaction remains essential across all touchpoints—from retail experiences to social media engagement to post-purchase support. The paradox of modern customer experience is that as more interactions become digital, the human element becomes increasingly valuable. Eurostar's e320 train renovation offers a cautionary example. With "much fanfare," the company rolled out new wagons designed by "the world-famous Italian design house that creates Ferrari's unique style." Marketing materials highlighted new seats, lighting, electronic signage and wifi. However, passengers quickly discovered that the wifi was practically non-existent, and the new steps to board trains were dangerously smaller, creating hazards for passengers with luggage or disabilities. This disconnect occurred because designers and engineers weren't required to understand the actual customer experience, and senior managers lacked empathy for passenger needs. True customer-centricity begins with understanding that there's no single metric that captures the full customer experience. While some companies rely on Net Promoter Score or customer satisfaction ratings, these represent outcomes rather than drivers. The most customer-centric organizations use data democratically, sharing insights across departments while ensuring proper security. They view artificial intelligence not as a cost-cutting tool but as a way to enhance human capabilities. Most importantly, they create cultures where employees at all levels feel empowered to advocate for customer needs and have the agency to resolve issues without excessive policies or approvals.

Chapter 6: Leading in Practice: Communication, Learning and Connection

"I'm too old to change." This statement, uttered by countless executives approaching retirement, represents the antithesis of authentic leadership. When veteran business leaders justify curtness, impatience, or inflexibility as earned privileges of seniority, they miss the opportunity to model continuous growth for their organizations. Minter Dial argues instead that dignity, self-respect, and civic duty require us to constantly improve, regardless of age or achievement. Consider the compelling case of an older CEO who discovered his team's social media efforts were failing. Rather than delegate the problem, he decided to lead by example. With guidance from his socially-savvy daughter, this burly 60-year-old executive created an Instagram account showcasing his black-and-white photography—a personal passion he'd cultivated for years. As his authentic content gradually gained traction, eventually surpassing the company's official account in followers, the social media team received the inspiration and permission they needed to develop a more engaging approach. By revealing his personal passion, this leader accomplished what no mandate or strategy document could achieve. Authentic communication extends beyond digital platforms. When meetings dominate organizational life, leaders must model intentional time management. Dial recommends blocking half your calendar as unscheduled time—not for personal convenience, but to accommodate unexpected events, enable strategic thinking, and create space for informal connections. This approach recognizes that "unexpected events happen with such predictability, you need to anticipate them in your schedule." Similarly, the "Board of Governors" principle for running meetings ensures everyone present has equal voice regardless of position or expertise, creating a culture where diverse perspectives naturally emerge. Perhaps most importantly, authentic leaders embrace continuous learning through multiple channels. Beyond formal education, this includes developing reliable curation systems for industry news, maintaining "green meetings" with new contacts weekly, and regularly sharing valuable content with no expectation of return. When leaders demonstrate openness to learning—including acknowledging mistakes and limitations—they create psychological safety for innovation throughout the organization. This vulnerability transforms from weakness into strength, as team members gain confidence to experiment, take risks, and bring their authentic contributions to shared challenges.

Chapter 7: Being Yourself: Embracing Imperfection as a Strength

After delivering a major presentation in Paris shortly after the 9/11 attacks, Minter Dial reflected on the profound difference between this performance and an earlier career disaster. Years before, he had frozen during a critical presentation to L'Oréal's senior executives, experiencing "an out-of-body feeling" of humiliation and failure. Yet in this post-9/11 moment, despite some wobbles in his delivery, he commanded the room with authentic conviction. The difference wasn't just experience or preparation—it was alignment between his personal values and professional purpose. This transformation illustrates a central theme: leadership effectiveness flows from integrating our personal and professional selves rather than compartmentalizing them. When a former boss once criticized Dial's work harshly and then added "don't take this personally," he felt deeply confused. "I thought that he'd want me to take my work seriously and personally," Dial writes. "It's not an attitude you turn off and on. It's about being YOU." This philosophy directly challenges traditional management thinking that views emotions and personal matters as liabilities to be controlled or suppressed. The most powerful leaders recognize that their imperfections—when acknowledged and managed with self-awareness—actually strengthen their effectiveness. Just as the Grateful Dead incorporated imperfection into their concerts, creating unique experiences every night, authentic leaders understand that striving for perfection can be debilitating. Instead, they create cultures where calculated risks, honest mistakes, and continuous learning are valued above flawless execution. This doesn't mean lowering standards; rather, it means recognizing that human organizations thrive on connection more than control. Perhaps the most compelling evidence for authentic leadership comes from its measurable impact on organizational performance. From studies showing that meaningful brands outperform market indexes to research demonstrating higher employee engagement in purpose-driven companies, the data consistently supports this approach. Yet statistics alone miss the deeper truth: leadership is fundamentally personal. As former Ford CEO Alan Mulally observed, "For the great individual achiever, it is all about me. For the great leader, it is all about them [the others]." By focusing outward while bringing our whole selves to work, we discover that authentic leadership not only creates better results—it creates more fulfilling lives.

Summary

Throughout this exploration of authentic leadership, we've witnessed how bringing our whole selves to work transforms not only business results but also the very experience of leadership itself. The journey begins with honest self-reflection—understanding our values, passions, and imperfections—and continues through the courage to show up genuinely in all our interactions. The stories of Redken's tribal culture, Chobani's refugee employment, the Grateful Dead's improvisational business model, and countless other examples demonstrate that authentic leadership isn't just a philosophical ideal but a practical approach to navigating today's complex business environment. The path forward requires embracing three fundamental principles. First, develop a clear "North Star" that aligns your personal purpose with your professional responsibilities, creating the sustainable energy needed for long-term leadership. Second, adopt the CHECK mindset—cultivating curiosity, humility, empathy, courage, and karma—to build the deep trust essential for leading from within rather than from above. Finally, recognize that authentic leadership happens in the micro-moments of daily work life: in how you listen, the questions you ask, the vulnerability you demonstrate, and the connections you foster among people and ideas. By embracing your uniqueness and giving others permission to do the same, you create organizations capable of weathering disruption while maintaining the human connections that give work its deepest meaning.

About Author

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Minter Dial

Minter Dial is a professional speaker, author & consultant on Leadership, Branding and Transformation. His three published books include: Heartificial Empathy (Dec 2018), Futureproof (Sep 2017) and The Last Ring Home (Nov 2016). His newest book comes out January 2021: You Lead, How Being Yourself Makes You A Better Leader (Kogan Page).Minter has given over 500 talks and seminars to audiences in five continents about topics ranging from new tech trends to branding and digital strategy in the digital era. Minter was ranked top 3 speaker at the Adobe EMEA Summit 2014, 2015 and 2016. His core strength is making brand and digital strategies come to life through his experiential programs.Prior to running The Myndset Co., Minter led a 16-year international career with the L'Oréal Group – including 9 different assignments in France, England, USA and Canada. In his last post with L'Oréal, Minter was a member of the worldwide Executive Committee of the Professional Products Division. Previously, Minter was Managing Director of the Canadian subsidiary (L'Oréal PPD) and MD Worldwide of the brand REDKEN, 5th Ave NYC. Before working at L'Oreal, Minter began his career in Product Marketing for the investment bank, Donaldson, Lufkin & Jenrette, NYC, for 4 years. Then, he joined a startup, The Myriad Group, Travel Agency for Entertainers, based in Washington DC, for two years, before returning to Europe to do his MBA. In terms of studies, Minter was educated at Eton College (1978-1982), received his BA in Trilingual Literature from Yale University (1987) and gained his MBA at INSEAD, Fontainebleau (1993).Minter is board member of the ECV School, based in Paris, and previously NED of Lastminute.com Group. He is passionate about languages, all racquet sports and the Grateful Dead.

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