The 2025 CEO Summit examined the topic “Leaders Creating Leaders”. The focus was two-fold, to look at what leadership training corporations engage in, and, what are the impacts on the individuals, and the business as a result.
The key themes from the day were very clear. The advantages in training leaders within your organisation are significant. Among these, the evidence is clear, productivity increases, morale improves, and, developing people is inherently a good thing.
We model the behaviour of those we respect, so our leaders are responsible for the culture of the organisation. Arranging leadership training, and development, is a positive. The hardest part is the ability to assess whether there is any change of performance from those attending. Leadership also means preparing for the unthinkable. In addition, good leaders know when to step back and empower others to shine.
The Summit featured Prof Mayowa Babalola, Stan Perron Professor of ethical leadership at the Business School of the University of Western Australia, Samuel McSkimming, CEO, Pilbara Ports, David Williamson, Executive General Manager, Warrikal, and Kristen Pyrz-Brown, a CEO Institute Chair, and Manager Economic Development and Commercial Services, City of Albany.
People look to leaders and observe them. What a leader models are reproduced much more than what a leader says. Telling people how to behave, but not setting that example, results in limited, if any, take up. This is akin to children watching parents constantly on their mobile devices while telling their children to limit their screen time. Empowering those around you to take leadership roles, creates a ripple and multiplying effect. Creating a culture of leadership permits others to grow.
Professor Babalola has designed the Leadership Multiplication Triangle. The Triangle consists of Cognitive Multiplication, Behavioural Multiplication, and Ecosystem Multiplication. The cognitive domain recognises the leadership DNA, and develops Emotional Intelligence patterns, and, creates a trust-building architecture. In the behavioural realm it is the embedding of culture that reinforces a new system, and, creates a multiplying effect for improved motivation. Finally, the ecosystem creates a growth architecture. It provides psychological safety, and integrates well-being. To multiply leadership throughout an organisation requires development and improvement in these three areas.
The CEO of Pilbara Ports, Samuel McSkimming made the point that we need to look up at the stars, not down at our feet. We need to look forward, not dwell on the way it is now. We need to concentrate on the exercise of leadership, not on leaders. There is a huge appetite in business to develop leaders, but less investment in measuring the performance and any change that has taken place. It is not good enough to assume a course has been conducted, so the result is evident and obvious.
Samuel pays more attention to the system he wants, rather than simply selecting the best person who applies. It’s all about people, creating curiosity, engagement, and connection. We need to understand that people, and therefore the way we need to lead, has changed dramatically in the last 40 years. We must think differently, and lead differently. We must put the learner at the centre of our organisations.
David Williamson started with a quote from Jim Rohn, ‘We must all suffer one of two things: the pain of discipline, or the pain of regret.’ He emphasises that the need to develop an enterprise mindset, is essential to the success of the business. When making a decision, look at what is in the best interest for the business. Leadership means preparing for the unthinkable, scenario planning and preparation.
David believes that A players, hire A players, while B players hire C players, so they look good. Build a team of A players. After all, leaders are not paid to work hard, they are paid for results.
Kristen’s key point was that leaders know when to step-back and empower others to take responsibility and produce results. When thinking about delegation, work out how much it is costing you to do tasks that someone else is capable of doing, or learning to do. Let people exercise their leadership.
A good leader is able to give effective feedback, and create an environment where people understand that feedback is for you, and not about you. If someone is talented, or does good work, let them know it, and celebrate successes. It then becomes a flywheel, building more success.
All the speakers emphasised the need for humility, and to show their vulnerability. In this digitised world, the knowledge is available to anyone. Holding power through knowledge is no longer an option.
What resulted from the CEO Summit were take-aways for each person who attended. Having business leaders tell their stories, and be vulnerable about the mistakes they have made on their journeys, gives great insight.
Leaders creating leaders is good for the world. True leadership is shaped through connection, shared experiences, and a commitment to growth. Surrounding yourself with those who challenge, inspire, and elevate your thinking is where real transformation happens. For those ready to take the next step, the CEO Institute offers a community where leadership is nurtured, connections are strengthened, and new opportunities unfold.
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