When I was in my early twenties, frustrated, uncertain, and a little lost in the machinery of a large corporate, I asked a mentor a simple question: “What is the ideal age to be in a corporate?” He paused, thought for a while, and then answered with confidence: “Thirty-five.”

Leadership at the executive level comes with weighty expectations: drive results, align strategies, lead change. But beneath the surface lies a quieter kind of work. It’s less visible, more personal, and just as vital.

In January 2025, Gallup confirmed what many of us already felt - employee engagement has crashed to its lowest point in a decade. Only 31% of employees are engaged. That means 7 in 10 people are just going through the motions. It’s the worst for workers younger than 35.

Most leaders I work with don’t suffer from a lack of things to do. In fact, the opposite is true. Our diaries are packed, and our inboxes are full. We wake up in task mode, move from meeting to meeting, and end the day with barely enough margin to think.

Many years ago, I had the privilege of working closely with Dr. Stephen R. Covey. He was at the height of his influence, and we were establishing the Covey Leadership Centre in Southern Africa. It was an extraordinary moment in time. One that was both professionally and personally formative, the impact of which still lives with me today.

Since the early 1900s, Mount Everest had stood as the ultimate challenge for the world’s greatest mountaineers. Time and time again, the mountain repelled those who dared to climb it. The early expeditions faced brutal conditions. Many climbers perished, including the legendary Mallory and Irvine in 1924.