What prompted me to write this post was a recent article shared by Humans of KL—a COO’s narrative on corporate politics. It resonated deeply with me, as I too have lived through many of the same challenges this COO described.
As Jack Ma once said, "If you want a simple life, don’t be a leader." Most people might shrug off this statement, continuing their relentless climb up the corporate ladder. But allow me to share a story from my own experience.
I found myself in the role of a Business Unit Head at the age of 30—an achievement in itself, but far from a smooth journey. The invisible daggers that awaited me in the boardroom were more treacherous than anything I could have anticipated. The admiration I once held for the company quickly evaporated during my tenure. I soon realized that being a manager, as one of my mentors once said, is indeed “the shittiest job ever.” And I wholeheartedly agree.
Many questioned the decision to place someone so young in such a high-level role. I knew some opposed my appointment behind closed doors. The tension only grew when, within my first year, I turned the business around, generating seven-figure net profits. Instead of celebration, it fueled even more bitterness among my peers. The boardroom, far from being a space for collaboration, turned into a battlefield, eerily similar to the dramatic corporate politics depicted in TV dramas. I survived most of these meetings with a poker face, but the weight of the experience never left me.
One of my biggest weaknesses, in hindsight, was my compassion for my team. There are unwritten rules in leadership: boundaries you’re expected to maintain between yourself and your employees. My mentor often reminded me to draw a thick line, to keep a clear distinction. I understood the reasoning behind this advice, but it wasn’t always easy to execute. Balancing the need for results, the well-being of my team, and the company’s bottom line is no easy task.
A key story that reflects the darker side of corporate life was when I had to place a staff member on a Performance Improvement Plan (PIP), three rounds of it. I tried to rescue her by reassigning her to a role that I believed was more suited to her strengths. But one day, I was instructed to terminate her on the spot. As much as I wanted to fight it, my position don't afford me that luxury. I had to act in the company’s interest. It was one of the most difficult moments of my career, and unfortunately, it reinforced the cold truth that, in the eyes of senior management, employees are often viewed as numbers on a balance sheet.
Corporate politics, especially at the top, is a different beast. Middle managers often don’t understand the pressures senior leaders face. It’s not about day-to-day operations anymore—it’s about managing corporate culture, handling "new broom" pressure as CEOs come and go every few years, maintaining growth even in the most challenging of times, and navigating the ever-complex relationships with peers, HR, and finance. Perhaps, in my effort to shield my team from these pressures, I gave them the false impression that everything was rainbows and sunshine. The one silver lining, though, was that the employee attrition rate in my division was the lowest. That’s something I take pride in, even if it came at the expense of my own happiness—just kidding (sort of).
I believe that to be an effective leader, you need more than just operational skills. It takes a level of maturity and emotional intelligence that only comes with experience. Navigating corporate politics requires constant learning, self-reflection, and growth. I see this chapter of my life as just that, a learning experience. I may have left the corporate scene for now, but I know I will return when the time is right, with a better understanding of what it takes to lead and the wisdom to draw that "thick line" when necessary.
In the meantime, I’m focusing on other priorities i.e. mentoring the younger generation, sharing my experiences, and fostering an environment of love and peace. I’m also spending more time with my family, which, at this point in my life, feels like the most meaningful thing I can do.
Leadership is a journey, not a destination. And as I continue on this path, I’ve learned that success isn’t just about climbing higher, it’s about growing deeper.
