Welcome to our ‘Unlocking Leadership’ series, where we delve into the minds of visionary founders, leaders, and innovators. Through our Q&A interviews, we uncover the core principles that shape leadership in today’s dynamic business world.

Josefine Campbell is an executive coach and founder of Campbell Co, a top leadership development consulting firm for multinational companies. Josefine inspires and coaches leaders, teams, and talents in large organisations such as McDonald’s, Deloitte, Maersk, Novo Nordisk, and Carlsberg Group. She is the founder of Sparkle Leadership Institute and the author of two books, Power Barometer and 12 Tools for Managing a Selfish Leader.

A four-time jiu-jitsu champion, Josefine credits her martial arts experience with profoundly shaping her understanding of resilience and personal leadership.

Here, in our exclusive interview, we delve into Josefine’s unique approach to leadership development, particularly in navigating complex and demanding work environments…

 

Welcome to our series, Josefine. First of all, what inspired you to tackle the topic of selfish leadership in your latest book?

The inspiration for this book came from my work with leaders like the protagonist, Marie — a real person whose journey exemplifies the challenges and growth that many leaders experience. Marie’s story stood out because of her honesty and willingness to share her struggles as a leader. She faced the weight of balancing her ambitions with her team’s needs, often finding herself unintentionally prioritising her own goals over collaboration. But her journey toward self-awareness, authenticity, and balance became a powerful example of transformation.

Her journey inspired me to write a book that not only highlights the challenges of working under a selfish manager, but also equips individuals with actionable tools to navigate and thrive in those situations. This book isn’t just about theory — it’s a guide rooted in real stories and practical solutions to help people protect their energy, maintain their authenticity, and build positive relationships, even in difficult work environments.

How do you define a “selfish leader,” and what are some of the most common damaging behaviours they exhibit?

A selfish leader prioritises their own interests, image, or agenda above the well-being and success of their team. They often operate from a place of self-preservation or self-advancement, which can lead to behaviours that erode trust, stifle collaboration, and undermine team morale.

Some of the most common damaging behaviours include:

  • Micromanagement: They tightly control every detail, leaving little room for others to contribute or take ownership.
  • Credit hoarding: A selfish leader may take credit for successes while deflecting blame onto others when things go wrong.
  • Emotional unpredictability: Their moods dictate the atmosphere, creating instability and anxiety within the team.
  • Neglecting development: They focus solely on achieving their own goals, often at the expense of coaching or investing in their team’s growth.
  • Selective listening: They may disregard feedback or ideas that don’t align with their personal vision or interests.

These behaviours create an environment where employees feel undervalued, disengaged, and demotivated, which ultimately impacts the organisation’s performance.

What is one of the tools from your book that leaders, teams, or organisations can use to address selfish leadership and foster authenticity?

The book is full of tools that leaders, teams, or organisations can use to address selfish leadership and foster authenticity. One of the key tools from “12 Tools for Managing a Selfish Leader” is the ‘Pause and Reflect Framework‘, which empowers individuals to manage their reactions and maintain authenticity, even when working with a selfish leader. This tool helps create a mental buffer so you can respond thoughtfully rather than react emotionally to challenging situations.

The framework involves three steps:

Pause: When confronted with selfish behaviour, take a moment to stop and recognise your emotional response. This helps break the cycle of frustration and impulsivity.

Reflect: Ask yourself questions like, ‘What’s motivating this behaviour?’ and ‘How can I respond in a way that aligns with my values and goals?’. This step builds self-awareness and emotional intelligence.

Act with intention: Choose an action or response that prioritises authenticity and long-term outcomes, whether that’s addressing the behaviour constructively or redirecting focus to team goals.

This tool helps individuals take control of their energy and mindset, fostering resilience and authenticity while mitigating the negative effects of a selfish leader’s actions.

How does your experience as a four-time jiu-jitsu champion inform your perspective on resilience and personal leadership?

My experience in jiu-jitsu has profoundly shaped my understanding of resilience and personal leadership. In jiu-jitsu, you’re constantly faced with challenges that push your physical and mental limits — whether it’s grappling with a stronger opponent, strategising under pressure, or bouncing back from setbacks. It teaches you to remain calm, present, and adaptable, even in moments of discomfort or uncertainty.

This directly translates to leadership. Resilience isn’t about avoiding challenges; it’s about staying composed, learning from failures, and continuously improving. Jiu-jitsu has also reinforced the importance of discipline and preparation—you can’t rely on talent alone. Similarly, in leadership, consistent effort and self-reflection are key to maintaining energy, focus, and the ability to inspire others.

Ultimately, jiu-jitsu has taught me that true strength comes from balance—knowing when to push, when to pause, and when to pivot. It’s a mindset that helps leaders navigate complexity with confidence and humility.

You’ve worked with some of the world’s largest companies — what challenges do you see leaders in multinational organisations facing most frequently?

Leaders face a constant dilemma: everything around them is moving faster — markets, technology, and expectations — yet effective leadership actually requires more time to think strategically, build relationships, and navigate challenges thoughtfully.

In multinational organisations, this pressure is magnified by the complexities of working across time zones, cultures, and priorities. Leaders often feel stretched thin, caught between the need to deliver immediate results and the deeper, slower work of fostering trust, collaboration, and alignment across teams.

This time crunch leads to a common struggle: leaders may default to reactive decision-making or transactional interactions, sacrificing the long-term health of their teams and organisations. To combat this, leaders must treat time as a precious resource. This means learning to say no, prioritising what truly matters, and creating space for deep work — both for themselves and their teams.

In this new reality, leadership isn’t about doing more faster; it’s about choosing the right focus and investing time where it has the greatest impact.

How can organisations create a culture that encourages authenticity while maintaining professional boundaries?

The way you frame the question suggests there’s an opposition between authenticity and professional boundaries, but there isn’t. You can be completely authentic as your professional self without crossing into private matters. Private and professional are distinct, but both are deeply personal — it’s you as a person who shows up and does the job. The idea that “business isn’t personal” is a myth. How can you take the human, the person, out of the equation?

To create a culture of authenticity, organisations must embrace this truth while setting clear expectations. Psychological safety is key — employees need to feel they can voice their ideas, ask questions, and make mistakes without fear. Leaders should model this by being genuine in their communication and consistent in their values.

At the same time, professional boundaries are maintained through mutual respect and clarity. For example, personal check-ins can foster connection, but they don’t require sharing private details. Respecting work-life boundaries, avoiding unnecessary intrusions, and focusing on constructive feedback ensure professionalism.

Authenticity and boundaries aren’t opposites—they complement each other in creating an environment where people feel valued, respected, and empowered to do their best work.

Can you share a practical example of how a leader you’ve coached has successfully applied energy management techniques to overcome workplace challenges?

One leader I coached, let’s call her Anna, was managing a high-pressure team in a global organisation while struggling to keep up with her personal energy. She often felt drained by endless meetings, competing priorities, and a demanding hybrid schedule. Her productivity — and her confidence — were taking a hit.

Together, we focused on energy management, using a strategy I call the “Energy Audit.” Anna identified her high-energy and low-energy activities, distinguishing between those that fueled her and those that depleted her. She realised she was spending too much time on reactive tasks, like last-minute problem-solving, and not enough time on strategic thinking, which energised her.

We restructured her calendar into Energy Zones, where she blocked time for deep, creative work during her peak energy hours and reserved low-energy periods for routine tasks. She also implemented 10-minute transitions between meetings to reset mentally and physically.

As Anna practised these techniques, she felt more focused and in control. Her team noticed the change— she was more present, decisive, and supportive. This shift in energy management not only boosted her performance but also created a ripple effect of positivity and productivity within her team.

What are the key signs that a leader might be running low on personal energy, and how can they address this before it affects their performance or team?

A leader running low on personal energy often exhibits subtle but telling signs. These can include:

  • Increased irritability or impatience: They may snap at minor issues or struggle to maintain emotional balance.
  • Difficulty focusing: Decision-making becomes slower, and attention to detail starts slipping.
  • Loss of enthusiasm: A sense of detachment from work or diminished motivation to engage with the team.
  • Physical fatigue or health changes: Trouble sleeping, constant tiredness, or even physical illness can emerge.

To address this, leaders need to take intentional steps to recharge. First, they should conduct an ‘Energy Check-In’ by asking themselves: Am I spending too much time on draining activities? When was the last time I felt energised? This self-awareness helps identify where the imbalance lies.

Next, they can implement ‘Micro-Recovery Practices’, like taking short breaks during the day to breathe, stretch, or step outside. Lastly, protecting boundaries — such as blocking time for focused work, saying no to non-essential meetings, or setting technology-free hours — can preserve energy for what truly matters.

Recognising and addressing these signs early prevents burnout and ensures leaders remain effective, resilient, and inspiring for their teams.

And finally… what’s a favourite motto that you often draw on in day-to-day life/career?

One of my favourite mottos is: “Energy flows where attention goes.”

This idea grounds me in both my work and personal life, reminding me that what I focus on has the power to shape my actions, mindset, and results. It’s easy to get caught up in external pressures or distractions, but this motto helps me shift my attention back to what truly matters — whether it’s a meaningful task, a challenging conversation, my family, or my own well-being.

A practical way I apply this is through the meditation technique of a body scan, which I learned during a 10-day silent Vipassana retreat. In this practice, you intentionally focus your attention on different parts of your body, observing sensations without judgment. It’s a powerful way to centre myself, especially when life feels overwhelming. By simply redirecting attention inward, I can regain clarity, calm, and presence.