PART 01
Recognition
Doing the work, being seen and understanding how contributions are recognised.
What experience taught me about leading, being seen, and building what lasts
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Results matter. So do the relationships, cultures and structures around them.
Drawing on thirty years of international leadership experience, El Hassane Ben Ahmed explores the gap between merit and recognition, the cultures that shape careers, and what makes performance last.
Twenty chapters bring together personal experience, historical case studies and management research across four parts. Inspired by earlier LinkedIn posts, these reflections take a deeper look at the human side of leadership.
PART 01
Doing the work, being seen and understanding how contributions are recognised.
PART 02
The expectations, relationships and unwritten rules that shape working life.
PART 03
How authority, responsibilities and organisational arrangements influence leadership.
PART 04
Leading through pressure and building results that endure beyond a role.
From Part I: Recognition · Chapter I.1
“A Personal Note Before We Begin”
Early in my career, I worked with a leader who had what I can only describe as a quiet superpower. Every success, no matter who drove it, somehow found its way back to him in the telling. Not through confrontation or obvious calculation. Just consistently, quietly, in the way stories get shaped when they travel from one room to another.
At first I turned the lens inward. Maybe that is just how leadership works. Maybe recognition takes time. So I doubled down: sharper analysis, longer hours, stronger results. I believed that if the work was undeniable, it would speak for itself. Then came the meetings. The rooms where decisions are made and narratives are shaped. And there, I kept hearing my work told as someone else's story.
Only later did I understand the forces shaping that experience and recognise how earlier leaders had responded to the same problem.
From The Lessons That Stayed by El Hassane Ben Ahmed.
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