I have worked with some good leaders, but so far, A.G. is still someone I admire deeply—a person I aspire to become. He is a great example of Generative Leadership, combining head, hand, and heart. Especially the heart—something many leaders often miss.

Today, my journal assignment from the IKEA Next Generation Program is to think of a great leader and imagine meeting them by accident while taking a walk on a Sunday morning.

The year is 2030.

The imaginary story begins:

I’m on a business trip in New York and spending the weekend exploring Brooklyn—a city I’ve always wanted to visit. To my surprise, I pass by him on the street. He looks just the same: tall, well-dressed. It was a completely unplanned meeting. After a warm hug, we choose a café opposite a park for a quick chat.

It has been almost 10 years since we last met—he moved back to the U.S., and I left the company. Now he’s an influential speaker, a consultant for BCG, and works for another global company that recently relocated him from Chicago to New York.

As for me, I’m also a leader now. I relocated to Sweden a few years ago to support a project for the U.S. market. I’m thinking about moving to another country to explore more about retail in the coming years. I like stability but am also curious about change. I’ve worked in purchasing since graduation, but now I want to understand more about how retail works—and to see customer satisfaction firsthand, maybe in Baltic area?

We find seats by the glass window, so we can talk while watching people walk by and enjoy the greenery of the park.

I tell him about the lessons he taught me—lessons that still support my negotiation skills today. Simple but powerful. I never felt ashamed when he gave feedback. His approach was always constructive: short but sharp. I could feel he genuinely wanted to help.

I remind him of two specific pieces of advice he gave me:

1. The mandate: Before any negotiation, I must have a clear mandate, with room and buffer around boundaries and limitations.
2. Use words wisely: Instead of saying “lowest offer,” say “affordable offer” when negotiating with suppliers.

He taught me these lessons when I first worked as a purchasing and sourcing assistant—negotiating with suppliers every day.

Beyond these practical tips, I tell him why he’s my inspirational leader. He changed my belief in what leadership could be: “The best leaders are those who see potential in others before they see it in themselves.”

I joined the company with no experience in sourcing or purchasing—really, none. Yet, he and my direct manager saw potential in me. They gave me a chance, and I was even promoted to a manager role within a short period.

He is the best example of generative leadership—combining hand, head, and heart. No matter how busy he was in his high position, he never missed a chance to celebrate team achievements, even the small ones. I still remember his encouraging words: “You rock!”, “Super!”, “You’re great!”

There was a time I was assigned a business trip to a country alone, but he advised me not to go due to safety concerns. That showed he cared deeply.

Now, I try to apply what I’ve learned from him in my own leadership: celebrating small wins, trusting my team’s work, and empowering them to take more responsibility and make decisions. I know I still have a long way to go, but I have the passion to grow. I don’t want to be a manager who makes top-down decisions—I want to connect with my team’s thoughts and ideas, to help them believe in their plans, and give them space to try and decide whether they work.

I always try to identify strengths or talents in people that they might not even realize they have. Many people doubt themselves. A great leader spots those hidden capabilities and encourages or challenges them to grow into their potential. I want to see the people around me grow and develop into who they want to be—not who I want them to be.

He says: “A good leader creates other great leaders, not followers—and you’re on the right track.”

Then, I show him a message I received during my “Leadership for Leaders” training five years ago. The trainer—another leader I admire—gave us a memorable quote. I tell A.G. that I’m happy in my current company, the only one I’ve planned to stay with for over 10 years. I’ve had the chance to work with many good leaders—but he is still the first great one I had.

We say goodbye for now, but I’ll see him again next week. He’s invited me to another leadership event in Brooklyn, where he’ll be the keynote speaker. I’m incredibly happy that destiny brought us together once at my previous company—and now again in Brooklyn. He promises that if he has time, he’ll travel to Europe for some events, and we can meet again.

Oh—and he’s now friends with other inspiring keynote speakers, including Simon Sinek, whom I also admire.

Thank you.