Name: Thaddeus Anim-Somuah

Title: Board Member, Future Energy Leaders

Organisation: World Energy Council

Thaddeus Anim-Somuah is a Board Member of Future Energy Leaders at World Energy Council, a Supervisory Board Member at World Vision Netherlands, and Global Senior Manager of Sustainability at Philips. He has also held several board and advisory positions at engineering associations, universities, and startups. He is experienced in manufacturing and sustainability leadership. He has been recognised as Forbes 30 under 30 Europe 2020 and as Top 10 Most Read Thought Leader 2024 at Illuminem

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 Anim'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 believe trust is the foundation of strong relationships with stakeholders, and I focus on building it through deliberate actions and behaviors.

Connection and engagement are my starting points. I take time to understand the unique needs, priorities, and concerns of each stakeholder, fostering an open and approachable environment where they feel valued and heard. Establishing these personal and professional connections is essential for laying the groundwork for trust.

Listening is a key part of this process. Actively hearing and considering stakeholder perspectives demonstrates respect and creates a sense of collaboration. It ensures that their insights are reflected in decision-making, reinforcing their trust in my leadership.

Equally, I work to align stakeholders around a shared vision and common goals. Whether addressing operational challenges or driving long-term strategies, I ensure stakeholders understand how their interests align with broader objectives. This shared purpose creates clarity and unity.

Delivering on commitments is another critical element. I focus on delivering results and demonstrating expertise to show stakeholders that I can be relied upon to execute plans effectively. Consistent performance builds confidence over time and reinforces my credibility as a leader.

Finally, I am committed to transparency and accountability. I communicate progress openly, address challenges candidly, and take ownership of outcomes. This reinforces the trust we’ve built and creates a culture of mutual respect and integrity. Trust is an ongoing process, and I strive to nurture it in every interaction.

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 and mission are more than just words; they are the compass that guides an organization toward meaningful impact. Throughout my career, I’ve seen how a strong vision unites teams around a shared purpose, while a clear mission anchors daily decisions. For example, working in sustainability and operational excellence, I’ve always prioritized aligning strategies with long-term goals, whether it’s designing roadmaps for decarbonization or driving efficiency improvements.

When I’ve communicated a compelling vision, such as achieving ambitious sustainability targets, it has inspired teams to innovate and rally behind a common goal. At the same time, staying true to the mission ensures that our actions deliver real-world results, like measurable environmental or operational improvements. For me, vision sets the destination, and mission charts the path to get there, ensuring we’re always moving with clarity and purpose.

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

A leader empowers their team by creating an environment where each individual feels valued, supported, and equipped to succeed. I believe it starts with truly listening to each team member, understanding their unique strengths, aspirations, and challenges. By treating people as individuals, I can help them harness their strengths and embrace their diversity, recognizing how each perspective contributes to the collective success of the team.

Engaging team members means actively involving them in meaningful work, providing opportunities to develop their skills, and expanding their networks. I see it as my responsibility to give people a voice in decision-making, encouraging their influence on outcomes that matter to them. This not only builds their confidence but fosters ownership and accountability.

Empowerment also requires giving people the tools and resources they need to be successful, whether it’s access to training, technology, or mentorship. Equally important is removing barriers to their success, whether those are structural, cultural, or organizational. When individuals feel supported in this way, they’re not just empowered to deliver results; they thrive, innovate, and drive the team forward with purpose.

This belief aligns with my experience as part of the Future Energy Leaders Program at the World Energy Council, which is all about empowering young people in the energy ecosystem. The program provides participants with a platform to influence the energy agenda while simultaneously developing them through learning by doing. Whether through engaging in World Energy Council studies, roundtables, communications, or toolkits, the program demonstrates the power of providing individuals with opportunities, tools, and platforms to grow and make meaningful contributions. It's a philosophy I carry with me into every leadership role.

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?

Some of the most influential coaches and mentors in my life have been people who believed in me and shaped my values and leadership style. Among them, my grandmother stands out as my personal hero. Growing up in Accra, Ghana, I was deeply inspired by her selfless nature and unwavering commitment to service. Her home was always open, and her acts of generosity built not just a family but a community. She taught me that giving, no matter how little, is a powerful way to create connection and gratitude. Her values of service and togetherness are principles I carry with me in every aspect of my leadership and community engagement.

Another significant influence on my leadership journey has been Nike and Ollie Folayan, the founders of the Association for Black Minority Engineers UK (AFBE-UK). Their belief in my potential when they brought me onto the AFBE-UK board to lead PR and Communications was transformative. Working alongside them, we grew AFBE-UK’s presence from 1,500 to 10,000 followers and expanded corporate partnerships from 8 to more than 50 in just three years. Their dedication to promoting diversity and inclusion in engineering has been both inspiring and motivating. They taught me how vision, collaboration, and consistent effort can create tangible, lasting change.

These mentors have shaped my approach to leadership, rooted in service, empowerment, and community impact. They’ve taught me that great leaders not only achieve results but uplift and inspire others along the way.

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

Leadership is as much about knowing what not to do as it is about taking action. I maintain focus on my role by being guided by the mission and vision of the organization. Having a clear understanding of our purpose helps me filter out distractions and stay aligned with long-term goals.

Prioritizing is another critical tool I rely on. I assess what truly needs my attention and what can be delegated or deferred. By organizing tasks and responsibilities, I ensure that my time and energy are directed toward areas where I can add the greatest value.

Ultimately, I focus on where my unique skills and expertise can have the biggest impact—whether that’s strategic decision-making, empowering others, or driving key initiatives. Staying disciplined in these areas allows me to lead effectively without being overwhelmed by everything else.

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 effectively for the week, month, and years ahead is essential for driving progress in my role. I rely on a combination of structured methodologies like Lean and Kanban, alongside practical tools such as MS Teams and other office platforms, to stay organized and adaptive.

For large projects, I break them down into smaller milestones with clear actions and results. This approach allows me to track progress step by step and maintain a focus on deliverables while staying flexible enough to adjust plans if circumstances change. Agile working principles guide this process, ensuring that my team and I can respond quickly to new information or priorities.

A critical part of my planning is scheduling dedicated time for focused work and strategic thinking. This helps me avoid the pitfalls of back-to-back meetings or fragmented work periods. By carving out blocks of time to concentrate, I ensure that deep work and long-term goals aren’t sidelined by the immediate demands of a busy schedule.

This combination of structured planning, milestone-driven progress, and intentional focus allows me to deliver impactful results while staying aligned with overarching organizational objectives

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

If you're struggling to delegate effectively, my advice would be to focus on building trust with your team and understanding their strengths. Start small by giving manageable tasks, then gradually increase responsibility as you see their confidence and abilities grow. Make sure to clearly communicate expectations so they understand the task, its purpose, and how success will be measured.

The key is to give them the autonomy to approach tasks in their own way, without micromanaging. This fosters problem-solving and innovation. Stay engaged through open communication, but allow space for them to learn from their experiences.

Delegation is a process of growth, both for you and your team. By trusting others and allowing them to develop, you not only lighten your load but strengthen the team as a whole. It’s a learning curve, but one that pays off in the long run.