Lessons in leadership: how pivotal moments shaped John O’Brien’s ability to inspire action

For many CEOs, the path to leadership is a carefully curated journey through business school, corporate mentorship, and a steady climb up the executive ladder.

For John O’Brien MBE, however, leadership was forged in the crucible of life-altering moments—each demanding adaptability, strategic influence, and a relentless pursuit of purpose. His journey from the British Army to the boardrooms of multinational companies, and ultimately to founding Anthropy, a UK leadership summit, is a case study in how great leaders turn adversity into action.

1. Adaptability: reinventing leadership in the face of uncertainty

O’Brien’s career took an unexpected turn when, after a decade in the British Army, he was forced out due to Cold War downsizing.

“I remember sitting on the stairs of my Army-issued home, feeling like my entire identity had been taken from me,” he recalls.

Yet, rather than dwell on the setback, he treated his career transition like a military mission—networking, learning, and strategically positioning himself for a new role.

This ability to adapt and reframe challenges as opportunities became a hallmark of his leadership. It proved invaluable when he later moved into the private sector, advising CEOs on navigating corporate responsibility beyond traditional CSR. His key lesson? In times of upheaval, those who adapt quickest gain the greatest advantage.

2. Strategic influence: the power of purpose-driven leadership

At Business in the Community, an initiative led by Prince Charles (now King Charles III), O’Brien was tasked with mobilizing corporate leaders to drive social impact. But influence, he quickly learned, wasn’t about authority—it was about aligning business incentives with a greater purpose.

One of his most effective strategies was connecting CEOs with the real-world impact of their decisions. By taking top supermarket executives to rural farms, he exposed them to the human cost of price pressures on agriculture. When they returned to the boardroom, they weren’t just adjusting supply chain models—they were acting on first-hand experiences that reshaped their corporate priorities.

For CEOs, the takeaway is clear: Influence is strongest when leaders can translate abstract issues into personal experiences.

3. Purpose-driven leadership: mobilizing action at scale

The COVID-19 pandemic was another pivotal moment. Isolated during lockdown, O’Brien reflected on Britain’s economic and social challenges and saw a leadership vacuum.

“If leadership and vision weren’t coming from Westminster, it had to come from the people actually shaping the country—businesses, educators, and community leaders,” he says.

This realization led to Anthropy, a UK leadership gathering inspired by Davos, designed to bring together cross-sector leaders to shape Britain’s future. In just a few years, the event has grown to nearly 2,000 attendees, proving that a clear vision, when communicated effectively, has the power to mobilize.

For today’s executives, O’Brien’s journey underscores a fundamental truth: Leadership isn’t about waiting for the right opportunity—it’s about creating it. By embracing adaptability, mastering strategic influence, and aligning leadership with a greater purpose, CEOs can not only navigate disruption but inspire lasting change.

For CEOs facing an era of economic uncertainty, ESG pressures, and rapid technological shifts, O’Brien’s story serves as a powerful reminder: the best leaders don’t just respond to change—they drive it.

To listen to the full conversation with John'Obrien, head here for the podcast episode.