Unlearning success: Why your past leadership wins could be your future liabilities

In a world where disruption no longer arrives in waves but crashes in from every direction at once, leadership as we once knew it is no longer enough. From generative AI (GenAI) and cybersecurity threats to geopolitical tensions, regulatory shifts, and climate pressures, organisations today are navigating an environment defined by constant volatility and compounding uncertainty.

This was the central theme of a recent LinkedIn Live session, Leading Through Volatility – Developing the Next Generation of Disruption-Ready Leaders, hosted by Rita Tsui, Founder of AsiaHRM, in conversation with Kevin Chua, CHRO of United World College South-East Asia.

Drawing on decades of leadership experience across education, healthcare, life sciences, and the public sector, Chua offered a clear message to HR leaders: those who thrived in the past will not necessarily succeed in the future.

From VUCA to a BANI world

For years, organisations framed uncertainty through the lens of VUCA—volatile, uncertain, complex, and ambiguous. While still relevant, Chua argued that today’s operating environment has evolved into something even more fragile.

“We are now operating in what many describe as a BANI world—brittle, anxious, nonlinear, and incomprehensible,” he explained.

Systems that appear stable can shatter with minimal disruption. Anxiety levels among employees and leaders alike are rising, cause-and-effect relationships are no longer linear, and even with more data than ever, events can feel increasingly difficult to comprehend.

Crucially, these disruptions are no longer isolated. Technological shifts trigger regulatory change, geopolitical tensions disrupt supply chains, and environmental pressures reshape business models—often simultaneously.

Against this backdrop, Chua made a compelling case for rethinking leadership archetypes. The traditional “hero leader”—the all-knowing decision-maker with the answers—has become obsolete.

“What organisations need now is a leader who acts as a host, not a hero,” he said.

In practice, this means leaders must become comfortable with not knowing, confident enough to invite diverse perspectives, and willing to share decision-making authority. Rather than positioning themselves as experts in every domain—whether AI, geopolitics, or climate strategy—leaders must create environments that encourage experimentation, learning, and intelligent risk-taking.

For HR leaders, this represents a fundamental shift in leadership development priorities: away from individual brilliance and towards collective intelligence.

And if leaders are no longer expected to have all the answers, their role as culture builders becomes even more critical.

Chua emphasised that disruption-ready leaders must actively cultivate cultures that tolerate ambiguity, encourage curiosity, and normalise learning through failure. Psychological safety is no longer a “nice to have”—it is essential for organisational adaptability.

“When people are afraid of being punished for trying something new, innovation simply stops,” he noted.

At the same time, empowerment does not mean chaos. Leaders must provide context and direction—sharing what is known, what remains uncertain, and where the organisation is heading—so that experimentation is aligned rather than scattered.

In an age of social media and instant information, transparency is also non-negotiable. Employees often know what is happening externally before internal communications catch up, making honesty and openness critical to maintaining trust.

The emotional intelligence imperative

One of the strongest themes to emerge from the session was the growing importance of emotional intelligence (EI). Disruption does not just challenge strategies and structures; it places enormous emotional strain on people. Leaders themselves are not immune to anxiety, fear, and uncertainty, and how they manage these emotions has a direct impact on their teams.

“Leaders need deep awareness of their own emotional responses—how anxiety shows up, what triggers it, and how it influences behaviour,” Chua said.

This self-regulation is closely linked to empathy. Leaders who can acknowledge uncertainty, listen without defensiveness, and create emotionally safe environments are better equipped to guide teams through turbulent periods.

For HR, this underscores the need to move beyond surface-level conversations about empathy and invest in development approaches that drive genuine behavioural change.

While data-driven decision-making remains critical, Chua warned against its most common pitfall during periods of volatility: analysis paralysis.

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In fast-changing environments, waiting for perfect data can be more damaging than making an imperfect decision. Leaders must learn to balance rigour with speed, using available information to move forward, then adjusting as conditions evolve.

“The worst decision is often not making one at all,” Chua observed.

Learning, unlearning, and the role of coaching

Perhaps the most profound shift leaders must make, according to Chua, is internal. “Leadership today is not just about learning agility—it’s about unlearning agility,” he said.

Past success can become a liability if leaders cling to outdated assumptions. Reflective practices, feedback mechanisms such as 360-degree assessments, and deep self-inquiry are critical to helping leaders recognise when old mental models no longer serve them.

This is where executive coaching plays a powerful role. Unlike traditional leadership programmes, coaching enables personalised, leader-centric development, particularly in complex areas such as emotional regulation, identity shifts, and managing ambiguity.

Having coached multiple times throughout his career, Chua described coaching as one of the highest-return investments organisations can make in leadership capability.

For HR professionals, the implications are clear. Developing disruption-ready leaders requires more than refreshing competency frameworks or running standardised programmes. It requires a fundamental rethink of how leadership capability is developed.

The future belongs to leaders who can reflect deeply, invite diverse perspectives, manage their own emotions, and guide organisations through uncertainty without pretending to have all the answers.

In a world where disruption is the norm, leadership is no longer about certainty—it is about adaptability, humility, and the courage to unlearn.

As Chua concluded, “What brought us here will not bring us where we need to go.”

Asia HR Leaders Live Series continues next week with a timely conversation on the human side of transformation. On Wednesday, February 4, Gayatheri Silvakumer, Vice-President, People and Culture at Star Alliance, will join the series to explore how organisations can turn personal change into shared purpose at scale—helping employees move from compliance to true ownership in times of change. To register, click here.

Rita Tsui will also attend CHRO Series Hong Kong 2026, where she will host a roundtable discussion titled “The New Employer Value Proposition: Compete, Connect, and Captivate Talent.” The session will focus on how organisations can rethink their EVP to stay competitive and engage top talent in today’s dynamic business environment. To find out more about CHRO Series Hong Kong 2026, click here.