The Evolving Leadership Playbook — In Conversation with Tanuja Dehne
The importance of proximity in leadership — being aware of and experiencing the most recent trends and challenges — has never been more critical. Leaders must navigate change while staying connected to their teams and the larger environment in which they operate.
We’re joined today by Tanuja Dehne. An independent board director, former CEO, and C-suite executive with decades of experience in the corporate and not-for-profit sectors, Tanuja is recognized as one of the most influential leaders in corporate governance. During our conversation, she shared her perspectives on why proximity has become increasingly crucial in the C-suite and boardroom and how the leadership playbook has changed.
Why do you believe proximity is critical in today’s C-Suite and boardroom?
“When I think of proximity, what comes to mind is having recent, relevant hands-on experience leading through and navigating crises. In the last several years, we’ve collectively and individually experienced rapid changes brought on by multiple global and domestic crises and technological advances impacting our everyday lives at home and work. The traditional leadership playbooks do not work anymore. To lead successfully, we need to reimagine the rules of engagement. Leadership today isn’t about applying a one-size-fits-all approach; we need to be connected to the current realities. Leaders who have been in the trenches and have directly navigated recent challenges bring relevance and insight crucial for value creation and effective governance for all stakeholders. We need leaders proximate to the issues shaping the future with the courage to activate their voice and experience in the boardroom.”
How has the leadership playbook evolved?
“One of the most important lessons I’ve learned is the value of listening and engagement. Leaders must be more attuned to their organizations’ internal and external dynamics. Internally, this means understanding the evolving needs of the workforce — whether it’s adapting to remote work, offering more comprehensive, relevant benefits, or simply showing a greater level of care. Today’s workforce spans multiple generations, each with its priorities and values. Leaders must know and address what their people care about and what motivates them. Externally, it’s about managing change, communicating effectively, and aligning the organization’s vision with the expectations of customers and stakeholders.”
What impact has this shift had in the boardroom?
“There seems to be much greater emphasis on empathy and understanding of what management teams are going through as they navigate constant change. As directors, we need to ask deeper, more relevant questions — not just to hold management accountable but to support them in finding solutions. CEOs and their teams are often in a perpetual state of problem-solving. We need to be mindful of their time and the pressures they face. This means shifting from a mindset of simply questioning to one of collaboration and support within our responsibility of oversight.”
You chair Nominating and Corporate Governance Committees and serve on CEO Search Committees. How has your approach to selecting potential directors and CEOs changed?
“When evaluating candidates today, I’m particularly interested in how they’ve adapted to the changes of the last several years and how they would translate this vital experience as a director. I look for reflection, thoughtfulness, and evidence that their approach and worldview have evolved. Essential traits include curiosity, self-awareness, empathy, and a strong connection to shared humanity. But I also look for humility, self-awareness, and reflection turned into action.”
“A red flag for me is when someone asserts that ‘Nothing has changed.’ Perceptive leaders have embraced the opportunities for creativity and connection that recent years have presented. I focus on finding individuals who have traversed these complexities firsthand because they understand that the playbook of five years ago fundamentally differs from what we need today. That proximity and relevance can set great leaders apart from their peers.”
Tanuja, your experiences offer important guidance for boards as they navigate today’s challenges. Thank you for sharing your perspectives with us.
Tanuja Dehne is nationally recognized as one of the most significant figures in corporate governance. A purpose-driven leader, tested strategist, and talent developer, she has made major contributions to corporate and not-for-profit companies. This includes her service as an independent board director and as an environmental, social, and governance (ESG) expert. Tanuja’s decades-long dedication to promoting meaningful and long-lasting change is a testament to her passion for making a positive difference in the lives of everyday people.
Connect with me on LinkedIn
