Name: Sahar Rahman

Title: Director, Strategy

Organisation: GreenShield

Sahar Rahman is a strategic leader and health tech innovator with a proven track record of driving go-to-market strategies, solving complex business challenges, and scaling organizations for growth. With extensive experience across digital transformation, health services, innovation, M&A, and partnerships, Sahar has collaborated with influential brands like Loblaw/Shoppers Drug Mart and Walmart to deliver transformative business outcomes.

Leveraging a cross-functional skillset that spans strategy, business development, marketing, and operations, Sahar excels in navigating dynamic business landscapes and delivering measurable value through digital enablement, team-building, and operational excellence.

In recent years, Sahar has focused extensively on healthcare innovation, working across the patient, provider, and payor spectrum to advance digital health solutions.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Sahar's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

As a leader, I build trust by fostering understanding, leading with empathy, and ensuring transparency in all interactions. I prioritize truly listening to employees, customers, and stakeholders to understand their perspectives and needs. Clear communication and setting realistic, aligned expectations are essential to maintaining confidence and accountability.

I also demonstrate integrity by keeping business decisions professional and ensuring they are rooted in fairness and objectivity. Trust is reinforced through consistent actions, delivering on promises, and creating an environment where people feel valued, respected, and empowered to contribute their best. By prioritizing open dialogue and collaboration, I cultivate strong, lasting relationships that drive shared success.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, vision is the North Star—it’s the big picture, the dream that keeps everyone inspired and moving in the same direction. It’s about seeing the forest, not just the trees (and making sure you’re in the right forest to begin with!). Mission, on the other hand, is what you live and breathe every day. It’s the actionable purpose that keeps the team focused and motivated to bring that vision to life.

In the real world, vision is what gets people excited about the future, but mission is what gets results today. Without vision, you’re wandering aimlessly. Without a mission, you’re stuck staring at the horizon instead of making progress. You need both to lead effectively—after all, no one ever built a legacy on great intentions alone. Vision sets the stage; mission makes it happen. And when they align, that’s when the magic starts.

3. How can a leader empower the people they're leading?

Empowering people starts with trust and creating an environment where they feel confident to take initiative, make mistakes, and grow. I focus on fostering independence by setting clear expectations, providing guidance, and then stepping back to let my team take ownership. Mistakes are inevitable—and invaluable—so I encourage my team to treat them as learning opportunities rather than setbacks.

For example, I’ve given team members the lead on high-profile projects, knowing it’s a stretch for them but trusting their ability to rise to the occasion. I make sure they have the insights, resources, and support they need to succeed. I also believe in celebrating wins and showing appreciation—whether that’s a team lunch to decompress, sharing knowledge that helps them grow, or simply recognizing their contributions in meetings. Empowerment isn’t just about tasks; it’s about building confidence and a culture where everyone feels valued and capable of leading.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve been fortunate to have incredible mentors and coaches who have shaped my leadership journey. One of the most impactful was a colleague with whom I co-founded Go Further Women. She saw potential in me early on and created opportunities that transformed my career. I vividly remember when I raised my hand for a complex project—a national program in pharmacy, an area I had little experience. Instead of questioning my readiness, she trusted me fully, sponsoring me and backing my ability to learn and lead. Her confidence in me not only pushed me to deliver but also inspired me to lead with the same belief in others.

Another profound influence has been my husband, my partner, coach, and biggest fan. He constantly reminds me that the sky is the limit, encouraging me to believe in myself and aim higher. His unwavering support has been a cornerstone of my growth, both personally and professionally.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

For me, it’s about keeping my eyes on the prize—the bigger vision. Distractions, whether they’re noise, negativity, or even shiny new ideas that don’t align with the strategy, can’t be allowed to derail progress. I remind myself that not every opinion needs a reaction, and not every problem is mine to solve.

As for critics, I view them as reflections of their own challenges, not mine. Staying focused means having the clarity to differentiate between constructive feedback and unnecessary noise. It’s about staying disciplined, trusting the process, and empowering my team to handle what doesn’t require my direct attention. Leadership isn’t about doing it all—it’s about doing the right things and staying relentlessly committed to what truly drives success.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I’m a bit of a writer at heart, so I rely heavily on a mix of tools: notebooks, my Remarkable tablet, my laptop, and, yes, sticky notes scattered across my desk like a strategic battle map. There’s something about putting pen to paper that helps me organize my thoughts and make sense of everything. And when it comes to the years ahead, I do a lot of reflecting. What are the big picture moves? What’s next? I give myself the flexibility to adapt, but always with a roadmap in mind.

7. What advice would you give to a young leader who is struggling to delegate effectively?

My advice to a young leader struggling with delegation is simple: You have to let go. Trust is the foundation of great leadership, and that means trusting your team to get the job done. If you’re constantly micromanaging, you’re not just holding them back—you’re holding yourself back too. If you don’t trust your team, then it's time to ask yourself why. Are they the right people for the job? Do you have the right people on the bus?

As a leader, it’s your job to set clear expectations, provide the resources they need, and then step back. Delegate tasks, but also empower your team to take ownership AND accountability - for both the wins and the mistakes. When they succeed, they grow. And when they fail, it’s an opportunity for both them and you to learn and improve. Get the right people, and then let them shine.