A recent study published in Academy of Management Perspectives examined my leadership journey through a compelling lens: how “outsiders” become “outliers” capable of driving extraordinary performance.
As part of their research, the authors spent time with me in Beirut and conducted in-depth interviews with senior executives from Nissan and Renault. Their objective was to understand how leadership originating outside established systems can reshape organizations from within.
Their conclusion was clear: being an outsider is not a limitation. When channeled deliberately, it becomes a strategic advantage.
The study identifies four core capabilities that allow outsiders to generate breakthrough change:
Intentionality
A clear purpose behind every decision, rather than reactive leadership.
Forethought
The ability to anticipate resistance and plan for it before it materializes.
Self-reactiveness
The capacity to adapt rapidly when strategy meets reality.
Self-reflectiveness
A continuous learning process drawn from both success and failure.
One finding resonated particularly strongly with my own experience: the role of motivation. The researchers argue that the pursuit of self-distinction and autonomy fuels exceptional performance. In practice, this means that leaders who are not constrained by “how things have always been done” are free to ask a more powerful question: how should things be done?
At Nissan, my position as a non-Japanese CEO gave me a vantage point that insiders often lacked. I could see inefficiencies that had become normalized or politically untouchable. The study refers to this as agentic capability , the ability to act independently despite structural constraints.
I would describe it more simply: common sense paired with courage.
The broader insight extends far beyond my own case. Every leader is an outsider at some point, entering a new industry, a new market, or even a new team within an existing organization. When understood and deployed strategically, that outsider perspective becomes a powerful competitive advantage.
Leadership does not begin with belonging.
It begins with clarity, autonomy, and the willingness to act.