Three key insights from the discussion:

🔹 Leadership is constant self-transformation. Whether you’re leading a team of 10 or 200, the skills that got you here won’t be enough for the next stage. Biotech CEOs, in particular, must transform themselves (and their leadership team) from functional experts to enterprise leaders.

🔹 Complexity requires new ways of thinking. As organizations grow (or shrink), leaders must shift from being deeply tied to their expertise to seeing the bigger picture - balancing conviction with open-mindedness for alternatives, and certainty with curiosity.

🔹 Resilience isn’t just about bouncing back - it’s about growing forward. The best leaders don’t just recover from setbacks; they use them as catalysts for self-transformation, learning to navigate ambiguity rather than fear it.

Three takeaways for our CEOs:

✅ Hire for adaptability, not just experience. The best teams aren’t just skilled; they’re capable of evolving with the company’s needs. Look for people who can navigate change, not just execute a plan.

✅ Create space for reflection. Whether it’s five minutes of journaling or reshaping how executive teams meet, leaders need to step back and provide room for personal growth. The ability to self-reflect is a key driver of long-term success.

✅ Challenge your own convictions. The strongest leaders aren’t the ones with the fastest answers and strongest convictions, but the ones who ask the best questions. When you feel completely sure about something, pause and ask: “How could I be wrong?”

This was a masterclass in leading through complexity - and a reminder that the best leaders never stop self-transforming.

Thank you also to our CEOs who shared their own leadership stories so openly-

The recording of the session is available for our members in our content library.

What does an inclusive workplace truly look like? And how do CEOs actively shape it rather than simply aspire to it?

Here are three key takeaways:

Inclusive Meetings = Smarter Decisions
- Research shows that diverse teams drive better results—but only when all voices are heard. From structuring meetings to ensure participation to rethinking who speaks first, CEOs have a role in setting the tone. One key insight: the most valuable contribution might come from the person who hasn’t spoken yet.

Middle Managers: The Culture Carriers
- Company culture isn’t just built from the top down; it’s reinforced in the day-to-day actions of middle managers. Creating a truly inclusive environment means equipping these leaders with the tools and responsibility to model and drive change across teams.

From Policy to Practice: The EAR Framework
- Many organizations have inclusivity goals, but how do we make them real? The EAR (Engage, Assess, Reform) framework provides a practical approach: listen actively, identify barriers, and implement measurable changes. One company found success by integrating junior team members into high-stakes meetings, fostering both confidence and contribution.