Name: Sophal Ear

Title: Associate Professor

Organisation: Thunderbird School of Global Management at Arizona State University

Dr. Sophal Ear is a tenured Associate Professor and former Senior Associate Dean in the Thunderbird School of Global Management at Arizona State University, where he lectures on global political economy, International Organizations, and regional management in Asia. He is the President of the International Public Management Network (IPMN) and Interim Chair of the Public Policy & International Affairs (PPIA) Program.

He is the inaugural Chair of the Asian American Pacific Islander (AAPI) Advisory Board of the Los Angeles County District Attorney, serving in 2021-22. Prior to ASU Thunderbird, he taught at Occidental College, the U.S. Naval Postgraduate School, and the Maxwell School of Syracuse University. He consulted for the World Bank, was Assistant Resident Representative for the United Nations Development Programme in East Timor, Term Member of the Council on Foreign Relations, Advisor to Cambodia's first private equity fund Leopard Capital, Audit Chair of the Nathan Cummings Foundation, Treasurer of the Southeast Asia Resource Action Center, Secretary of Southeast Asia Development Program, and Corresponding Secretary of the Crescenta Valley Town Council. A TED Fellow, Fulbright Specialist, and Young Global Leader of the World Economic Forum, he sits on the Boards of Refugees International, Partners for Development, the Center for Khmer Studies, the PPIA Program, and IPMN.

He is the author of Viral Sovereignty and the Political Economy of Pandemics: What Explains How Countries Handle Outbreaks (Routledge, 2022, https://amzn.to/3V9zwNV), Aid Dependence in Cambodia: How Foreign Assistance Undermines Democracy (Columbia University Press, 2013, http://amzn.to/UXhoWc), co-author of The Hungry Dragon: How China’s Resources Quest is Reshaping the World (Routledge, 2013, http://amzn.to/WkxCEf), and co-editor of the virtual issue of the journal Politics and the Life Sciences on Coronavirus: Politics, Economics, and Pandemics (Cambridge University Press, 2020,

https://www.cambridge.org/core/journals/politics-and-the-life-sciences/virtual-issues/virtual-issue-3). He wrote and narrated the award-winning documentary film "The End/Beginning: Cambodia"​ (47 minutes, 2011, news blurb http://youtu.be/QwsSDPRI25E) based on his 2009 TED Talk (http://www.ted.com/talks/sophal_ear_escaping_the_khmer_rouge) and has appeared in four other documentaries. A graduate of Princeton and Berkeley, he moved to the US from France as a Cambodian refugee at the age of 10.

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 Sophal'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?

For me, trust is the bedrock of any meaningful relationship—be it with employees, customers, or other stakeholders. It doesn’t come from titles or positions but is earned through actions, time, and a genuine commitment to others. I’ve found that trust begins with showing up authentically as a leader, letting people see that I’m not only consistent but also human.

With employees, I make it a priority to listen first. Whether it’s through one-on-one conversations, team meetings, or simply being present, I strive to create an environment where people feel safe to voice their ideas, challenges, or frustrations without fear of judgment. I believe in empowering individuals to take ownership of their work. Trust grows when employees know I respect their expertise, support their growth, and give them the space to make decisions, along with the grace to learn from mistakes.

For customers and stakeholders, trust stems from a combination of transparency and follow-through. I don’t believe in overpromising or glossing over challenges. Instead, I approach conversations with honesty, even when it’s difficult. If a commitment is made, I ensure we follow through, and when circumstances change, I communicate proactively. People trust you when they know your word carries weight and that you’re someone they can rely on through uncertainty.

Building trust also requires empathy. I make it a point to understand the needs and priorities of those I lead or serve. Whether it’s employees navigating professional or personal struggles, customers with shifting expectations, or stakeholders balancing competing interests, being empathetic means seeing things through their lens while still moving forward with integrity.

Ultimately, trust is built day by day, through small acts and big decisions alike. It’s earned when people see that your leadership is consistent, your intentions are genuine, and you’re as invested in their success as you are in your own. When trust is in place, teams become stronger, partnerships more collaborative, and organizations more resilient.

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—the big picture of where you want to go, what you aspire to become, and the change you hope to make in the world. It’s bold, inspiring, and stretches beyond immediate goals. A mission, on the other hand, is the roadmap—it’s what you do, who you serve, and how you achieve that vision every single day. If the vision paints the destination, the mission keeps you grounded in action.

In the real world, these concepts often sound lofty, but I’ve learned that they are only as powerful as how you use them. A clear vision and mission must go beyond posters on a wall or lines in an annual report; they must drive decision-making, align teams, and become touchstones for leadership.

In practice, I’ve seen the power of vision and mission in action when an organization uses them to inspire and guide its people. For example, when facing tough decisions—like expanding into a new market, reallocating resources, or turning down an opportunity—it becomes essential to ask: Does this align with our mission? Does this move us closer to our vision? That’s where clarity comes in. Vision and mission become filters for prioritization, helping leaders stay focused and rally teams around a common purpose.

At the same time, a vision without actionable steps can become wishful thinking. Real-world business requires breaking that long-term vision into tangible goals and milestones, using the mission to keep everyone aligned and motivated. I often emphasize to teams that everyone, whether on the front lines, in operations, or at the executive level, should see how their work connects to the larger vision. When people understand their role in fulfilling the mission, it transforms the everyday into something meaningful.

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

Empowerment is about creating an environment where people feel trusted, capable, and motivated to take ownership of their work. As a leader, I’ve always seen empowerment as more than just delegating tasks—it’s about equipping others with the confidence, tools, and autonomy to thrive while knowing they have your support.

To empower others, I start with trust. People need to know that I believe in their abilities and judgment. Trust begins when I step back and allow team members to take the lead on projects or decisions. For some leaders, letting go can feel risky, but I’ve found that empowerment isn’t about abandoning people to figure things out alone—it’s about walking alongside them until they’re ready to run on their own.

Another key to empowerment is clarity of expectations. I’ve seen that people perform at their best when they understand the “what” and “why” behind a task or goal. Instead of micromanaging, I focus on communicating clear objectives, providing the necessary resources, and ensuring they understand how their work connects to the bigger picture. Then, I step back and let them decide how to achieve those goals in a way that leverages their strengths.

Listening also plays a central role. To empower someone, you have to listen deeply to their ideas, their challenges, and their ambitions. I’ve made it a habit to ask people: What do you need from me to succeed? Sometimes it’s guidance, sometimes it’s removing obstacles, and other times it’s simply encouragement. By listening and responding to their needs, I signal that I’m invested in their growth, not just the outcome of their work.

Equally important is providing opportunities for growth. Empowerment flourishes when people are stretched beyond their comfort zones and given room to learn. I’ve intentionally created opportunities for individuals to lead initiatives, take on new responsibilities, or contribute to high-visibility projects. Even if mistakes happen, I treat them as learning experiences. When people realize they won’t be punished for taking calculated risks, they gain the confidence to innovate and improve.

Finally, I believe in recognizing achievements. Empowerment feels incomplete without acknowledgment. Celebrating successes—whether big or small—reinforces people’s belief in their capabilities and shows them that their contributions matter. Recognition fuels motivation, trust, and the desire to continue pushing boundaries.

In practice, I’ve seen the incredible impact of empowering leadership. Teams become more engaged, more creative, and more resilient. People no longer work for me—they work with me, driven by a shared purpose and belief in themselves. True empowerment unlocks potential, builds confidence, and creates leaders at every level of the organization.

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?

Over the years, I’ve been shaped by mentors who imparted invaluable lessons—lessons that continue to influence my leadership, my worldview, and how I approach challenges. Three stand out in particular, each leaving me with wisdom that I carry to this day.

The first mentor taught me an essential principle: “Don’t ask questions to which you don’t want to know the answer.” At first glance, this may seem obvious, but the deeper meaning became clear over time. As leaders, we often ask questions expecting answers that align with our assumptions. However, leadership requires the courage to confront uncomfortable truths—truths that challenge our beliefs, strategies, or visions. This lesson taught me to approach every question with openness and readiness to face realities I might prefer to avoid. True leadership isn’t about hearing what we want to hear; it’s about creating spaces where honesty thrives and where tough answers can lead to better decisions.

Another profound lesson came from a member of my dissertation committee, who, this year (2024), won the Nobel Prize in Economics. I vividly remember the story he shared about speaking to a Cambodian farmer and asking him: “What does development mean to you?” I had expected an answer brimming with optimism—perhaps praise for new infrastructure or growing opportunities. Instead, the farmer’s response caught me off guard: “Development is when they build a road and steal my land.”

That single sentence encapsulated a truth often overlooked in conversations about progress. Development, especially in much of the world, is not a neutral or universally positive force. It’s complex, messy, and frequently comes with winners and losers. This story taught me to approach leadership and development work with a deeper sense of humility and responsibility. Leaders must ask: Who benefits? Who is left behind? This perspective pushes me to look beyond surface-level success and consider the lived realities of those most affected by decisions.

Finally, I was taught a timeless Washington, D.C., adage: “If you’re not at the table, you’re on the menu.” This lesson has stayed with me as both a warning and a call to action. Leadership often means ensuring that voices, especially marginalized ones, are brought to the table where decisions are made. If you’re not present, advocating for your team, your stakeholders, or your principles, you risk being sidelined or, worse, becoming a casualty of someone else’s agenda. This adage reminds me of the importance of active participation and strategic positioning, not for power’s sake, but to ensure that decisions are inclusive, fair, and reflective of diverse perspectives.

Together, these lessons form a foundation for my leadership. I strive to ask meaningful questions and accept difficult answers, to approach progress with empathy and accountability, and to ensure that I—and those I represent—always have a seat at the table. These mentors taught me that leadership is not about imposing your vision but about listening, learning, and standing up for what matters, even when it’s inconvenient or uncomfortable.

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

In leadership, knowing what not to do is often as critical as deciding what to pursue. Focus, for me, is about discerning priorities, setting boundaries, and recognizing that every “yes” comes with a “no” to something else. It’s a discipline that requires clarity, self-awareness, and the ability to tune out noise.

Early in my career, I believed that effective leadership meant doing it all—saying yes to every opportunity, attending every meeting, and addressing every problem personally. I quickly learned that this approach not only diluted my impact but also created confusion for those I led. A leader who tries to do everything ends up doing little that truly matters. To maintain focus, I rely on a few guiding principles.

First, I always ask: What matters most? It’s a deceptively simple question, but one that forces me to prioritize ruthlessly. Whether I’m assessing strategic goals, daily tasks, or team initiatives, I identify the actions that drive the greatest value and align with our vision. Everything else takes a back seat.

Second, I’ve learned the power of saying no—or more accurately, saying not now. Opportunities are abundant, but resources like time, energy, and attention are finite. I no longer feel guilty turning down commitments that distract from the larger purpose or stretch my team too thin. I remind myself that focus isn’t about doing more—it’s about doing the right things well.

Third, I delegate. Empowering others to take ownership not only frees me to focus on my highest priorities but also builds trust and leadership capacity within the team. I no longer carry the illusion that my hands are needed on every project or problem. Instead, I’ve embraced the mindset that leadership is about enabling others to thrive.

Finally, I create space for reflection. In a world that demands constant activity, stepping back can feel counterintuitive, but it’s essential. I regularly carve out time to evaluate progress, reassess priorities, and ask: Are we still aligned with our mission? This practice allows me to avoid distractions that seem urgent but ultimately detract from the bigger picture.

In the end, focus is as much about restraint as it is about action. Leadership requires the discipline to tune out the unimportant, the wisdom to delegate, and the humility to acknowledge that no one can—or should—do everything. By maintaining this clarity, I ensure that my efforts, and those of my team, are always directed toward what truly matters.

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?

Planning, for me, is about balancing the big picture with day-to-day execution. It’s not just about creating a roadmap but about building flexibility into that map because leadership—and life—is rarely predictable. My approach combines a clear vision for the long term, actionable goals for the medium term, and focused priorities for the short term.

At the yearly level, I start with the big picture: Where do we want to be a year from now? I ask questions like: What are our overarching goals? What opportunities must we seize, and what challenges should we prepare for? These answers are anchored in our vision, ensuring alignment with our long-term aspirations. From there, I establish key objectives, measurable milestones, and critical initiatives for the year. This level of clarity sets the direction for the months ahead.

At the monthly level, I focus on progress. Each month becomes a checkpoint to ask: Are we on track? What adjustments do we need to make? I emphasize outputs and outcomes—ensuring that our actions don’t just look productive on paper but actually generate meaningful results.

The weekly plan is where strategy meets execution. Every Sunday evening or Monday morning, I carve out time to identify three to five key priorities for the week. This focused approach ensures that I’m advancing the most important work rather than getting distracted by noise. I also map out time for meetings, focused work, and engagement with the team to create balance.

That said, I also believe in Peter Drucker’s timeless adage: “Culture eats strategy for breakfast, lunch, and dinner.” Even the best-laid plans will fail in a toxic or disengaged environment. That’s why my planning always takes culture into account. I ask: How are we building trust, empowering our people, and ensuring alignment? Strategy is essential, but it’s culture that determines whether plans succeed or fail. A motivated, aligned team will overcome unforeseen challenges far better than a disengaged one operating under a perfect strategy.

Finally, planning for me includes reflection. At the end of each week, month, and year, I take time to ask: What worked? What didn’t? What did we learn? This practice ensures that planning is not static but a continuous cycle of improvement, adaptation, and learning. Effective planning is about creating direction and clarity while staying flexible enough to navigate the unknown. But above all, it’s about fostering the right culture—one that turns strategy into action and aspirations into results.

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

Delegating effectively is one of the hardest lessons for any leader, especially a young one. Early in my career, I thought delegation meant giving up control or risking the quality of the outcome. I believed it was faster and easier to just do everything myself. But I quickly realized that this mindset wasn’t sustainable—not for me, and certainly not for my team.

To any young leader struggling with delegation, my advice would be this: Trust is the foundation of effective delegation. You have to trust that your team is capable, and you have to trust the process, even when it feels uncomfortable. Delegation isn’t about offloading work you don’t want to do; it’s about creating opportunities for others to contribute, grow, and ultimately succeed alongside you.

Start small. If handing off a big project feels daunting, begin with smaller tasks that carry less risk. Identify team members who are ready for more responsibility, and be clear about your expectations. When delegating, I’ve learned to focus on the what and why—the desired outcome and its importance—while leaving room for the person to figure out the how. Micromanagement undermines trust and empowerment. By stepping back, you give your team ownership of their work and the freedom to bring their strengths to the table.

It’s also essential to shift your mindset. Delegating doesn’t mean you’re abdicating responsibility; it means you’re multiplying your impact. Leadership is not about doing it all—it’s about empowering others to do their best work. Your role is to guide, support, and coach—not to execute every task yourself.

And yes, mistakes will happen. Delegation involves risk because people learn through experience. When things don’t go perfectly, resist the urge to take back control. Instead, treat failures as learning opportunities. Ask: What went well? What could we do differently next time? By creating a culture where mistakes are part of growth, you build trust and confidence within your team.

Finally, remember that effective delegation frees you to focus on the work that only you can do. As a leader, your time is better spent on strategy, vision, and decision-making—work that moves the team or organization forward. When you delegate well, you’re not just sharing the workload; you’re investing in your team’s development, building their capacity, and ultimately strengthening the entire organization.

To delegate is to lead. It’s a skill that takes practice, patience, and trust, but once mastered, it transforms both you and the people you lead.