The New Portrait Of Leadership: Lani Phillips Of FullCircle Leadership Group On Which Legacy Ideas About Leadership Need To Be Discarded, And Which New Approaches To Leadership Should Be Embraced
An Interview with Karen Mangia
Emotional Intelligence — Effective leaders understand and regulate their emotions while empathizing with others, which builds strong relationships and fosters a positive team culture. Developing emotional intelligence is intentional work, requiring self-reflection, feedback, and sometimes the support of a mentor, coach, or therapist. I learned this early in my career when I realized my frustration during high-stress situations was affecting my team’s morale. I began working with a leadership coach who helped me identify triggers from past experiences that were creeping into my professional life. Through regular reflection and honest conversations with my team, I was able to recalibrate and build an environment where people felt safe expressing themselves. This shift not only improved my leadership but deepened trust within the team.
We are living in the Renaissance of Work. Just like great artists know that an empty canvas can become anything, great leaders know that an entire organization — and the people inside it — can become anything, too. Master Artists and Mastering the Art of Leadership draw from the same source: creation. In this series, we’ll meet masters who are creating the future of work and painting a portrait of lasting leadership. As part of this series, we had the pleasure of interviewing Lani Phillips.
Lani Phillips, Founder and CEO of FullCircle Leadership Group, is a trailblazing leader with over 25 years of senior executive experience, including her tenure at Microsoft, where she drove billions in revenue through digital transformation. Renowned for her visionary leadership and passion for empowering others, Lani has led high-performance teams, transformed businesses, and inspired leaders across the globe. Through FullCircle Leadership Group, she is now on a mission to share her lifetime of insights, equipping leaders with the tools to drive impactful change.
Thank you for joining us. Our readers would enjoy discovering something interesting about you. What are you in the middle of right now that you’re excited about personally or professionally?
I’m currently immersed in two projects that truly reflect my passion for empowering leaders. In Spring 2025, I’ll be publishing my first leadership book, a culmination of my journey and insights on helping leaders thrive in today’s ever-changing landscape. I’m also launching my podcast, Modern Mentoring with Lani Phillips, where I’ll share the collective wisdom of seasoned leaders to inspire and guide others in both their personal and professional lives. Both ventures are deeply aligned with my mission to unlock human potential and create lasting, positive impact through leadership.
We all get by with a little help from our friends. Who is the leader that has influenced you the most, and how?
Two leaders who have influenced me the most are Geoff Nyheim and Pete Fox. They saw potential in me before I fully recognized it in myself. They invested in my growth, coached me through both opportunities and challenges, and continually inspired me to bring my best while giving me the space to show up as my authentic self. What made their influence truly special was their unwavering willingness to make time, whether strategizing about business or working through challenges together. Their belief in me wasn’t just professional; it was personal, and it has profoundly impacted the leader I am today.
Sometimes our biggest mistakes lead to our biggest discoveries. What’s the biggest mistake you’ve made as a leader, and what did you discover as a result?
For me, one of those pivotal moments was stepping into a high-stakes, highly visible sales leadership role without first seeking the guidance of an executive coach or mentor. I assumed it was my responsibility to face the challenges alone to prove why I was chosen for the role. But that first year was incredibly tough. I inherited a host of difficult situations, and I lacked a safe space to strategize or share my struggles without fear of judgment.
Looking back, I could have accelerated my growth and tackled those obstacles more effectively with the right support. The key discovery was this: leadership is never about going it alone. It’s about tapping into the wisdom of those who’ve gone before, staying open to continuous learning, and welcoming others into your journey. That experience showed me the true power of mentorship and the critical importance of asking for help, even when it’s not freely offered.
The following year, with renewed insight and openness, my team and I not only bonded but exceeded our performance goals. The wisdom I carry forward is this: I would never place a new leader in a role without ensuring they have the resources, guidance, and support necessary to thrive.
How has your definition of leadership changed or evolved over time? What does it mean to be a leader now?
My definition of leadership has evolved from exerting command and control to guiding, coaching, mentoring, and inspiring others to reach their full potential. In this new leadership paradigm, true success lies in our ability to recognize and nurture the intrinsic value of each individual and empower them to drive the organization’s success. The true mark of a great leader isn’t their personal achievements but the success of those they’ve empowered along the way.
Success is as often as much about what we stop as what we start. What is one legacy leadership behavior you stopped because you discovered it was no longer valuable or relevant?
For me, it was the habit of constantly inspecting every aspect of the business and my team’s performance, a practice rooted in the belief that I needed to have all the answers and stay ahead of any surprises. While this approach did reinforce accountability, it inadvertently created an environment of fear, where team members became overly concerned about being questioned and not having the ‘right’ answers. Over time, I recognized that this was not the leadership culture I wanted to cultivate. I’ve since transitioned to building systems and processes that ensure expectations are met while prioritizing genuine connection, active listening, and learning from my team. This shift has not only deepened relationships but also provided more authentic and meaningful insights into the business.
What is one lasting leadership behavior you started or are cultivating because you believe it is valuable or relevant?
For me, it’s the intentional practice of consistently recognizing great work. I prioritize regular check-ins with my leadership team to learn about exceptional contributions, and I reach out to acknowledge those efforts, whether through a thoughtful note, call, or text. I ensure I know the specific details of each achievement, so the individual feels seen and valued for their direct impact. The genuine, heartfelt responses I’ve received from this practice have been a powerful reminder of the importance of meaningful recognition. It’s a simple yet profound way to reinforce a culture of appreciation and continue fostering an environment where people feel truly valued.
What advice would you offer to other leaders who are stuck in past playbooks and patterns and may be having a hard time letting go of what made them successful in the past?
This is where self-awareness plays a pivotal role. Often, there are subtle signs when past strategies are no longer producing the desired outcomes. Recognizing these moments is key, and it requires creating an open, safe environment for feedback, both formal and informal. I encourage leaders to host listening sessions facilitated by trusted voices within the organization, where your sole purpose is to listen and absorb insights. Once feedback is gathered, the next step is to translate it into meaningful action. Develop a plan, implement necessary changes, and most importantly, keep the team informed about your progress and learnings. This transparency fosters trust and demonstrates a commitment to continuous growth.
Many of our readers can relate to the challenge of leading people for the first time. What advice would you offer to new and emerging leaders?
I encourage new and emerging leaders to actively seek out a mentor or leadership coach who can provide valuable guidance and broaden their perspective. Equally important is investing in foundational leadership training to build a solid framework for making informed decisions and taking strategic action. Beyond that, foster an environment where open, candid feedback is welcomed within your team, this creates opportunities to listen, learn, and continuously evolve. Additionally, I advise emerging leaders to regularly seek feedback from both your manager and their leadership to gauge your impact, understand your gaps and readiness for greater responsibility. This combination of mentorship, training, and feedback will accelerate your growth and prepare you for the complexities of leadership.
Based on your experience or research, what are the top five traits effective leaders exemplify now?
1. Emotional Intelligence — Effective leaders understand and regulate their emotions while empathizing with others, which builds strong relationships and fosters a positive team culture. Developing emotional intelligence is intentional work, requiring self-reflection, feedback, and sometimes the support of a mentor, coach, or therapist. I learned this early in my career when I realized my frustration during high-stress situations was affecting my team’s morale. I began working with a leadership coach who helped me identify triggers from past experiences that were creeping into my professional life. Through regular reflection and honest conversations with my team, I was able to recalibrate and build an environment where people felt safe expressing themselves. This shift not only improved my leadership but deepened trust within the team.
2. Adaptability — In today’s fast-paced world, leaders must be flexible and open to change, capable of guiding their teams through uncertainty. I experienced this firsthand during a major organizational restructuring. The changes were rapid, and I didn’t have the luxury to process things slowly. To accelerate my adaptability, I began asking key questions: Why is this change happening? What is the expected outcome? How can we manage this transition while supporting the team? These questions helped me embrace change with a forward-thinking mindset. The lesson I learned was that adaptability isn’t just about accepting change, it’s about anticipating and managing it with confidence so the team feels supported and stays aligned with the goals.
3. Visionary Thinking — Leaders must have a clear vision for the future and inspire their teams by aligning them with common goals. Earlier in my career, I assumed that setting the company vision was only the CEO’s responsibility, but I quickly learned that my role was to connect the dots for my team. In one instance, our company launched a new strategic initiative, and while the CEO articulated the vision, my team struggled to see how their daily work contributed to the bigger picture. I sat down with each member, showing them how their tasks directly impacted the company’s success. Once they understood their role in the vision, their motivation and commitment soared. It taught me that every leader, regardless of level, must own the vision and help their team see their role in achieving it.
4. Accountability — Effective leaders not only take responsibility for their own decisions but also guide their teams toward accountability in a constructive way. Early in my career, I learned that fostering a culture of accountability isn’t about micromanaging, but about inspiring people to embrace it willingly. I recall managing a sales team that missed their forecast one quarter. Rather than reacting with frustration, I scheduled a meeting to explore the root cause of the miss, approaching the conversation with curiosity instead of blame. My goal was to listen, learn, and show my support, reinforcing that we were in this together. This approach empowered the team rather than making them feel criticized. Over the next 90 days, their performance rebounded, and by year’s end, they had exceeded their targets. This experience reaffirmed that when accountability is framed positively, it transforms into a shared commitment, driving success rather than creating pressure.
5. Inclusive Leadership — Inclusive leaders create environments where diverse perspectives are valued, and everyone feels empowered to contribute. I learned the importance of this when I managed a diverse team with varying personalities and backgrounds. I started holding daily check-ins, not just to track work but to ask meaningful questions about how people were feeling and what support they needed. One team member, who had been quieter in meetings, started opening up about challenges they were facing outside of work. Understanding these personal struggles allowed me to offer support, and as a result, their performance improved, and they became more engaged. This experience showed me that inclusion starts with truly understanding your people, not just their work, but who they are so they feel valued and heard.
These five traits help leaders remain relevant, effective, and influential in today’s dynamic landscape.
American Basketball Coach John Wooden said, “Make each day your masterpiece.” How do you embody that quote? We welcome a story or example.
John Wooden’s quote, “Make each day your masterpiece,” resonates with me because it reflects the importance of showing up with consistency, intention, and presence as a leader. One example that comes to mind is a challenging project my team and I tackled under tight deadlines. Beyond meeting milestones, I focused on the energy and support I brought each day. I made it a priority to check in with each team member, not just on the work but on how they were feeling, offering help where needed. By staying present and thoughtful, we not only delivered the project on time but also fostered a sense of pride and connection within the team. For me, embodying Wooden’s words is about how you lead through the journey, making each day impactful for those around you.
What is the legacy you aspire to leave as a leader?
The legacy I aspire to leave is a community of FullCircle Leadership Ambassadors who embody a more human-centered, holistic approach to leadership, one that unleashes the potential of people while delivering meaningful, impactful results. I envision leaders who not only recognize the contributions of their teams but also deeply value the inherent worth of each individual. I want to be remembered as someone who opened doors for others, creating opportunities for them to step into leadership fully equipped with the tools, support, and confidence they need to thrive. My hope is that through this legacy, I will inspire a ripple effect of leaders who lead with heart, purpose, and a commitment to making others feel seen and empowered.
How can our readers connect with you to continue the conversation?
Email me at Lani.Phillips@FullCircleLeadershipGroup.com or through my website www.fullcircleleadershipgroup.com.
Thank you for giving us the opportunity to experience a leadership master at work. We wish you continued success and good health!
About The Interviewer: Karen Mangia is one of the most sought-after keynote speakers in the world, sharing her thought leadership with over 10,000 organizations during the course of her career. As Vice President of Customer and Market Insights at Salesforce, she helps individuals and organizations define, design and deliver the future. Discover her proven strategies to access your own success in her fourth book Success from Anywhere and by connecting with her on LinkedIn and Twitter.
