This interview is with Arif Anis, USA Today & Wall Street Journal Bestselling Author.

Arif Anis, USA Today & Wall Street Journal Bestselling Author

Arif, for those who may not be familiar with your work, can you share a bit about your background and what led you to become a leading voice in leadership and strategy development?

Certainly. My journey to becoming a voice in leadership and strategy development has been a multifaceted one, driven by a deep-seated passion for empowering individuals and organizations to reach their full potential. It wasn’t a linear path but rather a culmination of experiences, observations, and a relentless pursuit of understanding what makes leaders and teams truly effective.

Early in my career, I was fascinated by the dynamics of high-performing teams and the individuals who led them. This curiosity led me to work with and learn from a diverse range of leaders, from CEOs of multinational corporations to heads of state, and even champions in various fields. I’ve had the unique privilege of engaging with figures like Queen Elizabeth II, King Charles III, President Bill Clinton, and global influencers such as Malala Yousafzai and Tony Robbins. These interactions provided invaluable insights into the common threads of effective leadership, regardless of the context.

What truly solidified my path, however, was the desire to share these insights in a way that was accessible and actionable. This led me to write, and I’m humbled to say that my books, including Habits of Success, I’MPOSSIBLE, and Made in Crises, have become Wall Street Journal and USA Today bestsellers. It’s not about the accolades, though; it’s about the impact. Seeing individuals and organizations transform by applying the principles I’ve shared is the most rewarding aspect. It showed a need for practical applications and not just theory.

My focus isn’t just on corporate leadership; it spans personal development, humanitarian work, and contributing to global dialogues at forums like the United Nations and the World Economic Forum. Ultimately, my background is a tapestry woven with experiences across cultures, industries, and levels of leadership, all converging on a central theme: unlocking human potential through effective leadership and strategic thinking. My purpose and the core of it all is making a lasting difference.

Your journey has taken you from advising global leaders to writing bestselling books. Can you walk us through some pivotal moments that shaped your career trajectory and expertise?

Certainly. Several key moments stand out. Early in my career, advising senior executives highlighted the crucial gap between theoretical leadership models and real-world application. That sparked my drive to develop practical, impactful strategies. Another pivotal point was being invited to speak at prestigious institutions like Harvard and Oxford, and later at global forums like the UN and World Economic Forum. These experiences broadened my perspective and reinforced the universality of leadership challenges.

Receiving the Queen’s Award from Queen Elizabeth II, and later the MBE from King Charles III, were incredibly humbling moments. These honors weren’t just personal recognitions; they validated the impact of my work on a larger scale, fueling my commitment to humanitarian efforts alongside leadership development. Finally, the success of my books, seeing them become best-sellers, proved that there’s a real hunger for accessible, actionable insights on leadership and personal growth. Each of these moments reinforced my focus on practical, globally relevant leadership principles.

You’ve interacted with influential figures like Queen Elizabeth II and Bill Gates. From these interactions, what’s one key leadership trait you’ve observed that transcends industries and backgrounds?

One key leadership trait that consistently stood out across all the remarkable individuals I’ve had the privilege to interact with is radical empathy combined with decisive action. It’s not just about understanding others’ perspectives, which is crucial, but deeply connecting with their needs, motivations, and even their fears. Queen Elizabeth II, for example, possessed an extraordinary ability to connect with people from all walks of life, demonstrating a genuine interest in their experiences.

Bill Gates, similarly, channels his empathy into addressing global challenges with focused, data-driven solutions. This combination—deeply understanding the human element and then acting decisively based on that understanding—is what separates truly transformative leaders from the rest. It allows them to inspire trust, build strong teams, and drive meaningful change, regardless of their specific field or industry. It is the heart and head working as one.

In your book ‘Made in Crises,’ you offer frameworks for navigating uncertainty. Can you share a specific example from your experience where a leader effectively navigated a crisis, and what actionable steps our readers can take from that example?

Absolutely. Made In Crises explores how adversity can forge resilience and innovation, and the story of Sir Ernest Shackleton’s Antarctic expedition provides a powerful example. In 1914, Shackleton’s ship, the Endurance, became trapped and ultimately crushed by ice, leaving his crew stranded in one of the most hostile environments on Earth. What followed was a seemingly impossible journey to survival, but they all survived. Shackleton’s leadership was the key. Here’s what he did, and the actionable takeaways: Shifted the Goalposts (Adaptability): When the Endurance was lost, Shackleton immediately reframed the mission. It was no longer about reaching the South Pole; it was about survival.

Actionable Takeaway: In a crisis, be prepared to redefine success. Don’t cling to the original plan if it’s no longer viable.

Maintained Morale (Emotional Intelligence): Shackleton understood that despair was the biggest threat. He fostered a sense of unity, routine, and even humor. He organized games, celebrated birthdays, and ensured everyone had a role.

Actionable Takeaway: Prioritize the well-being of your team. A positive, connected team is far more resilient.

Made Tough Decisions (Decisiveness): Shackleton made difficult choices, like leaving some men behind on Elephant Island while he embarked on a perilous journey to seek rescue. He weighed the risks, made a plan, and committed.

Actionable Takeaway: Don’t shy away from hard decisions. Gather information, assess the situation, and act decisively, even if it’s unpopular.

Lead by Example (Integrity): Shackleton never asked his men to do anything he wouldn’t do himself. He shared the hardships, took on dangerous tasks, and maintained an unwavering optimism.

Actionable Takeaway: Walk the talk. Your team will follow your lead, especially in times of crisis.

Perseverance: He never gave up on saving all his men. It took multiple attempts and facing extreme hardships before he was able to rescue everyone.

Actionable takeaway: Don’t quit. Shackleton’s story is a masterclass in crisis leadership. It demonstrates that even in the face of overwhelming odds, strong leadership, adaptability, and a focus on the human element can lead to extraordinary outcomes. It’s a blueprint applicable to any crisis, large or small.

Strategic thinking is crucial for both individuals and organizations. How can someone working in a fast-paced environment, like many of our readers, incorporate strategic thinking into their daily routines to achieve long-term goals?

Incorporating strategic thinking into a fast-paced environment requires a deliberate, yet integrated approach. It’s about building small habits that cultivate a long-term perspective amidst the daily whirlwind. Here’s how:

Scheduled Thinking Time: Dedicate even 15–30 minutes each day, or a few times a week, solely for strategic thinking. This isn’t about answering emails or putting out fires; it’s about stepping back and reflecting. Block it in your calendar like any other important meeting. Early mornings or quiet times that suit the individual.

The “Why” Before the “What”: Before tackling any task, ask yourself, “Why am I doing this? How does this contribute to my larger goals?” This simple question helps prioritize and align actions with strategy. It prevents getting bogged down in busywork.

Horizon Scanning: Regularly scan your industry landscape. Read articles, attend webinars, or have conversations with colleagues outside your immediate team. This broadens your perspective and helps you anticipate future trends and challenges. Even 5 minutes makes all the difference.

Scenario Planning (Mini-Versions): Don’t wait for a major crisis to think strategically. Regularly consider “What if?” scenarios relevant to your work. What if a key competitor launches a new product? What if a critical project gets delayed? This proactive thinking builds agility.

Feedback Loops: Seek regular feedback, not just on your performance, but on the strategic direction of your work. Ask your manager, mentor, or trusted colleagues, “Are we focusing on the right things?” This ensures you’re not just running fast, but running in the right direction.

End of Day/End of Week Reflection: Take five minutes and think through the bigger picture.

The key is to make strategic thinking a habit, not a separate event. By consistently applying these small practices, anyone can cultivate a strategic mindset, even amidst the demands of a fast-paced environment, and ensure their daily actions contribute to long-term success.

Your work emphasizes personal and professional development. What practical advice would you give to someone struggling with imposter syndrome or self-doubt as they strive to reach their full potential?

Imposter syndrome, that feeling of being a fraud despite evidence of competence, is incredibly common, even among high achievers. Overcoming it requires a shift in mindset and consistent self-compassion. Here’s practical advice:

Acknowledge and Externalize: Recognize that imposter syndrome is a feeling, not a fact. Name it. Write it down. By externalizing it, you separate yourself from the feeling and gain perspective.

Challenge the Narrative: Imposter syndrome thrives on negative self-talk. When you hear those inner criticisms (“I’m not good enough,” “I just got lucky”), actively challenge them. Ask yourself, “What evidence supports this thought? What evidence contradicts it?”

Focus on Facts, Not Feelings: Create a “success file” – a collection of positive feedback, accomplishments, and evidence of your skills. This could be emails from satisfied clients, performance reviews, or even a journal of your achievements. Refer to this file when self-doubt creeps in.

Reframe Failure: Everyone makes mistakes. Instead of viewing failure as proof of your inadequacy, see it as a learning opportunity. Ask yourself, “What can I learn from this? How can I grow?”

Embrace Imperfection: Striving for perfection is a losing battle. Accept that you don’t have to be perfect to be valuable. Focus on progress, not perfection.

Seek Support: Talk to a trusted friend, mentor, or therapist. Sharing your feelings can help you gain perspective and realize you’re not alone. Many successful people have experienced imposter syndrome.

Celebrate Small Wins: Don’t wait for major achievements to feel good about yourself. Acknowledge and celebrate your daily progress, no matter how small. This builds positive momentum.

Practice Positive Affirmations: A great way to start your day. Overcoming imposter syndrome is a journey, not a destination. Be patient with yourself, practice these strategies consistently, and remember that your value isn’t tied to being flawless. It’s about continuous growth and contribution.

You’ve spoken at prestigious institutions globally and emphasized connecting with diverse audiences. What strategies have you found effective in tailoring your message to resonate with individuals from various cultural backgrounds?

Connecting with diverse audiences requires a blend of cultural sensitivity, adaptable communication, and a genuine interest in understanding different perspectives. Here are some strategies I’ve found effective:

Pre-Event Research: Before any speaking engagement, I invest time in understanding the cultural context. This includes researching local customs, values, communication styles, and even potential sensitivities. I look at the demographics and psychographics of the anticipated audience.

Use Inclusive Language: I’m mindful of using language that is accessible and respectful to everyone. This means avoiding jargon, idioms, or slang that might not translate well, and being conscious of gender-neutral language.

Storytelling with Universal Themes: Stories are a powerful way to connect with people across cultures, but the themes must be universal. I focus on stories that touch on fundamental human experiences like overcoming challenges, pursuing dreams, or the importance of connection.

Visual Aids and Examples: I use visuals that are culturally relevant and relatable to the audience. If I’m using examples, I try to draw from diverse sources, not just those familiar to my own background.

Active Listening and Engagement: I make an effort to engage with the audience before, during, and after my presentation. This could involve Q&A sessions, informal conversations, or even social media interactions. It allows me to gauge their understanding and adapt my approach in real time.

Humility and Openness: I approach every interaction with humility, acknowledging that I don’t have all the answers and that I’m always learning. I’m open to feedback and willing to adjust my message based on the audience’s response.

Local Collaboration: When possible, I collaborate with local experts or representatives to ensure my message is culturally appropriate and resonates with the audience’s lived experiences.

Respecting Differences: I am mindful of the varying cultural norms.

Body Language: Being aware of hand gestures, eye contact, and how that can have an impact on the connections I build.

Ultimately, connecting with diverse audiences is about building bridges of understanding. It’s about recognizing our shared humanity while respecting our individual differences. It’s a continuous learning process, and one that I find incredibly enriching.

Building global influence is a key area of your expertise.  What is one habit anyone can cultivate to become more influential in their personal and professional networks?

Okay, let’s reframe this response into a memorable acronym incorporating data, facts, and a slightly unusual perspective. I call it the IMPACT habit:

I – Identify Your Unique Asset:

Data: A LinkedIn study found that professionals who actively share their expertise on the platform are 6x more likely to be viewed as thought leaders.

Unusual Perspective: Think of your expertise not just as skills, but as your “intellectual capital” – a unique asset that appreciates in value the more you share it. What is your area of deep understanding, not just competence?

M – Map Needs and Opportunities:

Fact: The “Helper’s High” is a real phenomenon. Studies in neuroscience show that helping others activates reward centers in the brain, similar to those activated by food or money.

Unusual Perspective: View “need-finding” as a form of social anthropology. Observe your network like a researcher, identifying unmet needs and pain points.

P – Proactive Value Delivery:

Data: Research shows that proactive individuals earn more and that their overall satisfaction is much higher.

Unusual Perspective: Think of value-giving as “planting seeds.” You may not see immediate results, but consistently nurturing your network creates a fertile ground for future opportunities.

A – Authentic Connection:

Fact: Authenticity is consistently ranked as a top leadership quality in global surveys. People are drawn to genuine individuals.

Unusual Perspective: Consider your network as a living ecosystem. Your genuine contributions nourish the system, fostering mutual growth and resilience.

C – Consistent Contribution:

Fact: The average person has a close network of over 600 people (Dunbar).

Unusual Perspective: Imagine your influence as a “ripple effect.” Every act of value-giving creates ripples that extend far beyond your immediate contacts.

T – Trust as the Currency:

Fact: Trust is the foundation of all relationships, and studies show that high-trust organizations outperform low-trust organizations in profitability and innovation.

Unusual Perspective: The currency that truly matters is trust and reputation. Data from Edelman’s Trust Barometer shows that trust levels have been falling.

By cultivating the IMPACT habit – Identify, Map, Proactive, Authentic, Consistent, Trust – you build influence not through manipulation or self-promotion, but through genuine contribution and connection. It’s a sustainable, ethical, and ultimately more rewarding approach to expanding your personal and professional reach.

Humanitarian initiatives are clearly important to you, as evidenced by your One Million Meals campaign. How can individuals leverage their skills and resources, no matter how small, to make a positive impact on their communities?

Making a positive impact doesn’t require grand gestures or vast resources. It’s about recognizing the power of consistent, small actions and leveraging your existing skills and resources in creative ways. The One Million Meals initiative, while ambitious in its goal, was built on this very principle – many hands making light work.

Here’s how individuals can contribute:

Start with Your Circle: Look at your immediate surroundings – your neighborhood, workplace, or social groups. What needs exist? Is there an elderly neighbor who needs help with groceries? A local school that could use volunteers? Small, local actions often have the most direct impact.

Skill-Based Volunteering: Identify your skills – writing, organizing, cooking, teaching, etc. – and offer them to organizations or individuals who could benefit. A graphic designer could create flyers for a local charity; a writer could help with grant proposals; or a tech-savvy person could teach digital literacy to seniors.

Resourcefulness, Not Just Resources: It’s not just about money. Consider what resources you have access to – a spare room, a vehicle, or a network of contacts. Could you offer temporary housing to someone in need? Could you organize a carpool to help people get to appointments?

The Power of Connection: Sometimes, the most valuable thing you can offer is your network. Connect people who can help each other. Introduce a job seeker to a potential employer or connect a community organization with a relevant expert.

Advocacy and Awareness: Use your voice, however small, to raise awareness about issues you care about. Share information on social media, write letters to local representatives, or participate in peaceful protests.

Mindful Consumption: Make conscious choices about where you spend your money. Support businesses that align with your values, reduce waste, and donate items you no longer need.

Kindness and Empathy: Never underestimate the power of simple acts of kindness. Offer a listening ear, a helping hand, or a word of encouragement to someone who is struggling.

Micro-volunteering: Bite-sized, on-demand actions that benefit a worthy cause. The key is to start somewhere. Even small contributions, when multiplied across a community, create a significant ripple effect. It’s about finding ways to integrate giving back into your daily life, making it a sustainable habit rather than a sporadic event. It’s about realizing that everyone has something to offer, no matter how limited they may feel their resources are.

Thanks for sharing your knowledge and expertise. Is there anything else you’d like to add?

Thank you for this opportunity to share. I believe there’s a powerful, often-overlooked force that can amplify all the principles we’ve discussed: cultivating a mindset of courageous vulnerability. What I mean by that is this: true leadership, true influence, and true impact aren’t about projecting an image of invincibility or having all the answers. It’s about the willingness to be seen authentically, with your imperfections, your doubts, and even your fears. It’s about daring to step outside your comfort zone, to take risks, to speak up for what you believe in, even when it’s unpopular.

It’s about admitting when you don’t know something, seeking help when you need it, and learning from your mistakes. This kind of vulnerability isn’t weakness; its strength. It builds trust, fosters connection, and inspires others to do the same. It creates a space for genuine collaboration, innovation, and growth.

In a world that often rewards superficiality and perfectionism, choosing courageous vulnerability is a radical act. It’s a choice to show up fully, to embrace your humanity, and to lead with your heart as well as your head. So, my final thought is this: dare to be vulnerable. Dare to be real. Dare to be you. That’s where your true power lies, and that’s how you’ll make the most meaningful difference in the world. And it is in embracing this, coupled with continued growth, that you leave your indelible mark on this world.