Melda Yasar Cebe is a distinguished leader with over 20 years of global executive experience across Europe, the Middle East, Africa, and Asia. Now a certified executive coach, she leverages her extensive background to help leaders tackle cross-cultural challenges and reach their full potential.
This interview delves into Melda’s shift from corporate leadership to coaching, highlighting her strengths-based approach and diverse cultural insights. Through anecdotes and client success stories, she shows how her global experience shapes the next generation of leaders.
- What inspired your transition from business leader to coach, and how has this experience shaped your coaching style?
For over twenty years, I have held leadership roles in which success went beyond achieving targets—it was about building teams, shaping the organization’s future, and inspiring growth. Transitioning into coaching was a natural step for me.
As a woman leading across diverse regions—from Europe to the Middle East, Africa, and Asia—I often had to prove myself in ways my male counterparts did not. These experiences shape my coaching today. I empathize with those feeling overlooked or undervalued and strive to help them unlock their full potential.
Working across cultures has taught me the importance of adaptability and communication. Each region brought new challenges, and I use this global perspective to help leaders navigate cross-cultural complexities. My coaching is rooted in empathy, inclusivity, and real-world experience.
My active role in the business world sets my coaching apart, balancing fractional CXO roles, team coaching, and mentoring startups. This keeps me aligned with current trends, enabling me to offer practical, relevant guidance. I often reflect on how valuable a coach would have been early in my career, and now I’m privileged to provide that support to others.
- What is your core coaching philosophy? Can you share a success story?
As a Gallup-certified coach, I use the Gallup Strengths framework to help individuals focus on their innate talents. Research shows that those who leverage their strengths daily are six times more likely to be engaged at work and three times more satisfied with life. Reflecting on my career, I often wish I had focused on my strengths earlier rather than fixing weaknesses—it would have significantly impacted me.
Two of my key strengths are Input and Communication. My curiosity and love of learning allow me to deeply understand my client’s challenges, while communication is more about listening than speaking to me. I practice active listening through a comprehensive lens, considering not just words but body language, emotions, and the context surrounding each situation. This approach allows me to translate insights into actionable strategies to empower my clients to take meaningful steps.
One of my most fulfilling coaching experiences was working with a young Asian female leader. She was navigating the challenges of a male-dominated industry and struggling with imposter syndrome. She doubted her abilities and felt undeserving of her position. We worked on dismantling her self-limiting beliefs and focusing on her strengths. Her exceptional ability to build relationships and think strategically had always been there, but she hadn’t fully recognized its value.
By leveraging these strengths, we worked on enhancing her executive presence. As her confidence grew, she began to assert herself more in meetings, contributing her ideas with conviction. By the end of our coaching journey, she had transformed into a confident, self-assured leader, fully aware of her value and capable of commanding respect in a room of her peers. Witnessing her growth into her full potential was incredibly rewarding.
- How do you help leaders adjust their styles for different cultures? Can you provide an example of this in action?
Leading across cultures is one of leadership’s most challenging yet rewarding aspects. I take great pride in my global network, built on years of corporate friendships—so strong that I now have homes to stay in worldwide.
Having worked with individuals from over 35 countries, I’ve witnessed firsthand how cross-cultural dynamics can complicate even the best-laid plans. What works in one culture may fail in another despite good intentions.
I often use Erin Meyer’s The Culture Map and Hofstede’s Cultural Dimensions when coaching leaders on cultural adaptability. These frameworks shed light on how different cultures communicate and lead. For example, while European cultures often prefer direct communication, Middle Eastern cultures focus more on relationship-driven interactions. Navigating these differences is key to effective global leadership.
I once coached a European leader managing teams in the Middle East. His direct, task-oriented style, successful in Europe, didn’t resonate in his new environment. In many Arab cultures, as Hofstede’s framework shows, leadership emphasizes hierarchy and relationship-building, with decisions often made top-down.
Through coaching, we shifted his focus to building rapport before tackling tasks. This change strengthened his relationships, improved team dynamics, and led to better overall results.
- What leadership trends do you envision, and what skills will be crucial?
By 2025, Generation Z will constitute about 27% of the global workforce, bringing expectations that starkly differ from those of previous generations. Leaders must adapt to these new expectations to attract and retain top talent.
Gallup research highlights that Gen Z values transparency, authenticity, and purpose in their work. They seek organizations that reflect their values, offer flexibility, and foster a true sense of belonging. Their expectations of leadership are also distinct; they desire leaders who are genuine, inclusive, and willing to co-create solutions rather than adhering to traditional top-down methods.
This shift demands that leaders develop skills in collaboration and co-creation. Competencies such as active listening, empathy, and purpose-driven leadership will be crucial. Leaders must create environments where employees feel valued and understood and see how their contributions align with the organization’s vision.
At the same time, artificial intelligence (AI) will significantly enhance leadership effectiveness. By automating routine tasks, AI allows leaders to focus more on building relationships and nurturing their teams. McKinsey reports that AI can improve efficiency by up to 20%, giving leaders more time to invest in team development.
Ultimately, the future of leadership will require balancing authenticity, collaboration, and empathy with the smart use of AI. Leaders who master human and technological aspects will thrive in this evolving landscape.
