Leading with Heart and Purpose in Uncertain Times

By Lyn Hawkins, National Director, Business Women Australia

I’ve been thinking a lot about the types of leadership needed in today’s uncertain world. 

Leaders who genuinely make a difference are not those who tighten the reins but those who loosen fear. 

Our current environment, marked by economic turbulence, global conflict, trade barriers, and technological acceleration, calls for heart-centered leadership. I believe this has never been more important.

Drawing on decades in executive leadership, including my early career experience as a young executive at KPMG coordinating the Quality Initiative in Perth, I’ve witnessed firsthand how transformative leadership rooted in purpose and care can be. Back then, we were driving a major cultural shift—a program aimed at embedding continuous improvement and client-focused excellence across the firm. It wasn’t just about ticking boxes or meeting compliance standards; it was about changing hearts and minds. Bill Clayton, the Managing Partner at that time embodied all the virtues of a modern-day leader. He didn’t pretend to know all the answers and went on a personal and professional journey that became safe for all of us to follow. We focused on engaging our people through meaningful conversations, learning and development, diverse teamwork, shared values, and a deep understanding of what “quality” truly meant for the firm, each team, and each client. The shift happened not by command and control, but through deep reflection, a leadership culture, influence, connection, and clarity of purpose.

Before my time at KPMG, at Telecom during my mid 20’s during the seismic shift to Telstra, I was in the thick of one of the most volatile transitions in Australian corporate history. As the industry shifted from monopoly ownership and pricing to an open market, we saw mass industrial action and widespread unrest. It would have been easy to push harder, impose stricter rules, and increase pressure. But as a Manager of a huge call centre, I learned that during high-stress times, teams don’t need more control—they need more compassion. I focused on active listening, understanding individual and collective fears, and creating safe spaces for people to express their concerns. I also listened to team ideas on how to build more fun and positive experiences in our workplace. It wasn’t always easy, but it was vital and provided excellent foundations to understand how people can be their best. That human-centered approach built trust and kept key operations stable amidst the storm.

Today, the business environment is no less complex. With US tariffs and increasing geopolitical tensions—from Europe to Asia-Pacific—there is a real sense of unease. Supply chains are being reconfigured, global alliances are shifting, and many leaders feel the weight of rising pressure. Yet, within this uncertainty lies immense opportunity for Australian businesses and investors.