Dr. Stefan Germann urges youths to rethink leadership through courageous kindness and collaboration

In a world shaped by conflict and division, one leadership idea is quietly challenging everything we thought we knew: kindness is not weakness—it is power.

Last week, Parami University welcomed Dr. Stefan Germann, a global child health and well-being expert and Chief Executive Officer of the Ursimone Wietlisbach Foundation, and also a supporter of the university, for an engaging talk titled “Courageous Kindness and Collaborative Leadership: Challenging the Leadership Paradigm.” Joined by students, faculty, and staff, the session invited participants to rethink what leadership should look like in a world increasingly shaped by conflict, inequality, and environmental crisis. 

Dr. Stefan Germann didn’t just deliver a lecture—he challenged the new generation to rethink what leadership looks like. 

He opened by challenging traditional hierarchical leadership models built on “power over” others. Such systems, he argued, often rely on domination, control, and exclusion—approaches that have contributed to social harm and the erosion of collective well-being. 

“In this day and age, we need new power models,” he said, emphasizing that leadership should move away from command and control toward collaboration, where people contribute according to their strengths, expertise, and lived experiences.

At the center of his talk was the idea of courageous kindness—a leadership approach that combines compassion with moral courage. Dr. Germann noted that kindness is often mistaken for weakness or passivity, when in fact effective leaders must be able to make difficult decisions, disagree respectfully, and stand firmly for justice while still treating others with dignity. 

“We need the ability to debate and disagree on topics whilst remaining kind person to person,” he said, underscoring that leadership is fundamentally relational.

He further introduced the concept of "relational well-being", which holds that individual well-being is inseparable from the well-being of society and nature. Economic systems, governance, and institutions, he argued, should function not as ends in themselves but as tools for building healthier and more sustainable relationships among people, communities, and the environment. 

“If nature is not well, society cannot be well. If society is not well, individuals cannot fully be well,” he explained.

The session then moved into a lively discussion, with students raising thoughtful questions about the practical challenges of collaborative leadership—particularly when navigating difficult colleagues, conflicting stakeholders, or institutions with differing values.

In response, Dr. Germann acknowledged that collaboration is rarely simple, but insisted that it begins with humility. Leaders must resist the assumption that they always know best and instead remain open to honest feedback, shared ownership, and diverse perspectives. He also pointed to alternative organizational structures, such as sociocratic and holocratic models, in which authority is distributed more equitably, and those closest to an issue play a stronger role in shaping solutions.

“Be passionate and proud of your leadership,” he advised, “but stay humble.”

Another important theme that emerged during the discussion was the role of nonviolent communication in collaborative work. Responding to a student’s question about keeping debates from becoming personal, Dr. Germann explained that disagreement becomes harmful when people attack one another instead of expressing how an issue affects them. Respectful debate, he said, requires careful listening, acknowledging the other person’s point, and responding from one’s own feelings and values rather than accusation. Using the metaphor of “staying on our own surfboard,” he urged participants to remain grounded in their own perspective without trying to overpower others, and to keep disagreement constructive and focused on ideas.

Addressing another question about broken relationships, Dr. Germann offered one of the most memorable reflections: while leaders may sometimes need to “remove the bridge,” they should avoid “burning bridges” through bitterness or hostility. Even difficult endings, he said, can be handled with dignity and care.

He also emphasized that collaborative leadership does not mean the absence of discipline or decisiveness. Participatory leadership, he explained, is most effective when grounded in transparent consultation, shared responsibility, and a clear common vision. When people feel genuinely heard, they are more willing to support decisions—even those they may not fully agree with.

For Parami University students, including youths preparing to become changemakers in complex and fragile contexts, Dr. Stefan Germann emphasized that effective leadership must be grounded in empathy, humility, shared responsibility, and care for the common good. He reminded students that in a divided and challenging world, the future depends on leaders who choose kindness, collaboration, and the courage to lead differently.