Name: Lee Green

Title: Senior Director, Marketing & Communications

Organisation: Cascale

Lee Green is the Senior Director of Marketing & Communications at Cascale. He is responsible for overseeing all communications and marketing activities at the organization, ensuring the work of Cascale is effectively communicated to all stakeholders and that Cascale is regarded as a key partner for transforming the industry to positively impact people and planet. Lee is based in the historic city of St Albans in England, UK.

Before joining the Cascale team, Lee was Director of Communications at The Consumer Goods Forum, where he spent 10 years. During his time there, he led the re-branding of the organization and oversaw all communications related to the organization’s eight Coalitions of Action and five global events. This included building narratives on the industry’s approach to sustainable supply chains, plastic waste, deforestation, forced labor, and consumer health, amongst others, and working with consumer goods retailers and brands to communicate about their positive actions.

In his free time, Lee enjoys playing and watching sports, especially football (soccer) and darts. Lee also enjoys watching movies and going for trail walks and runs. Lee loves to travel and has spent most of his adult life living outside of the UK, having lived in China for over 10 years and in France for eight years.

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

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

Cheers,

Jonno White

1. What have you found most challenging as a leader?

As an introvert, one of the biggest challenges I’ve faced is balancing my natural inclination for introspection with the need to lead from the front. Leadership often calls for visibility, energy, and constant interaction—all things that don’t come naturally to someone who finds energy in quiet moments. However, I’ve come to see this as both a challenge and an advantage. Introversion has helped me become a better listener, a more thoughtful decision-maker, and someone who creates space for others to shine.

Another challenge I’ve encountered—particularly in a post-COVID world—is building and maintaining team dynamics in a remote or hybrid working environment. Creating a sense of belonging and fostering collaboration is harder when you can’t always rely on the casual, organic interactions that happen in an office. It’s even more daunting when building a team from near scratch, as I’ve had to do.

But it’s taught me the importance of intentionality. Whether it’s designing regular check-ins, creating opportunities for authentic connection, or simply making space for non-work conversations, I’ve learned to prioritize meaningful interactions. It takes effort, but the payoff is worth it when you see the team come together, support one another, and succeed collectively.

Leadership, to me, is a journey of constant learning and adaptation—understanding where your strengths and gaps lie and finding ways to bridge the two. These challenges have shaped me into the kind of leader I aspire to be: reflective, intentional, and always striving to create a space where others can thrive.

2. How did you become a leader? Can you please briefly tell the story?

For me, becoming a leader has been a result of hard work, a focus on solutions, and a deep commitment to service. I’ve always believed that leadership isn’t just about having the right skills; it’s about how you use them and the value you bring to others.

One thing that’s guided me throughout my career is a focus on solutions over problems. I’m not someone who likes to complain—especially without ideas for how to make things better. That mindset has been invaluable in building trust and credibility with my teams and colleagues. People appreciate when you don’t just highlight challenges but also bring a sense of ownership and optimism to solving them.

But above all, I think my commitment to service has been the biggest factor in my leadership journey. At every stage of my career, I’ve worked hard to show that I’m here to contribute and help, not just for my own advancement but for the benefit of the team and the organization. I’ve always tried to step up when needed, and I believe that willingness to pitch in—whether it was technically “my role” or not—has been the reason I was promoted at key moments.

Leadership, to me, is about recognizing that it’s not just about you. It’s about how you use your skills, your time, and your energy to support others and create positive outcomes. That’s been my guiding principle, and it’s what I strive to bring to every role I’ve held.

3. How do you structure your work days from waking up to going to sleep?

I’m up at 5 am most days—even on weekends. I enjoy the quiet before everyone else is awake. It gives me some much-needed “me time” to settle into the day. By 6 am, I’m exercising, which helps me start the day with focus and energy. Around 7 am, my two-year-old daughter is up, and I’m on breakfast duty—something I really cherish.

I typically start work between 8 and 9 am, though I’ll usually skim through emails beforehand to get a sense of how my day is shaping up. Working from home means I avoid the long commute, which allows me to have lunch with my daughter most days—a little highlight that reminds me of what’s important.

In the early evening, around 5:30 pm, I take a longer break to spend some quality time with my daughter, helping with dinner and bath time. After she’s asleep, I usually go back online around 7:30 pm to wrap up the day. My team is spread across Europe and the US, including the West Coast, so this gives me an opportunity to be available when they’re online. We’re pretty flexible as an organization when it comes to working hours, and I really value that.

Some might say I work long hours, but I see it differently. I think it’s about working smart and being intentional. I make sure there’s always time for the things that matter—whether that’s my family or my work. That balance is what keeps me motivated and productive.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

I keep coming back to the concept of service—it’s foundational to how I approach leadership and work. One of the most impactful lessons I learned about service came from one of my first bosses at PR Newswire, John Williams, a larger-than-life former marine who was a true innovator in the newswire business. He sadly passed away far too early, but his influence on my career is unmatched.

We were working together in Beijing in the early 2000s, and he had a habit of walking around the office and quizzing people. One question he loved to ask was, “What’s the most important product we sell?” People would offer answers like “the wire” or “photo services,” but John would always correct them with one word: “Service.” His point was that anyone can offer similar products, but what sets you apart is how you deliver them. Service is the differentiator.

That lesson has stuck with me and has shaped how I lead teams, work with members, and build partnerships. It’s not just about what we do but how we do it—focusing on relationships, reliability, and going the extra mile. It’s also why I have little patience for those who focus purely on transactions or the next sale without considering the bigger picture. While this isn’t a new lesson, it’s one I’m constantly reminded of in my daily interactions. It underscores how leadership, at its core, is about serving others—whether that’s your team, your organization, or your stakeholders.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

For me, it’s The One Minute Manager by Kenneth Blanchard and Spencer Johnson. It’s a deceptively simple book, but its lessons on being effective and efficient as a manager have stuck with me throughout my career. The concept of getting that “monkey” off your back—the idea of empowering your team to take ownership of tasks rather than letting their problems become your problems—is something I try to live by. It’s about balancing support with accountability, ensuring everyone can grow while also keeping things moving forward efficiently. I’ve found that these principles don’t just help with time management but also with building a sense of trust and autonomy within teams.

I also have to credit the team behind Manager Tools, whose podcasts and practical management series are invaluable. Their step-by-step approach to foundational management skills—like running effective one-on-ones, giving actionable feedback, and delegating responsibilities—has been a game-changer for me. It’s one of the easiest ways for anyone to become an effective manager, and their tools are grounded in real-world experience rather than theoretical ideas.

Both The One Minute Manager and Manager Tools have influenced how I think about leadership. They remind me that leadership isn’t about doing everything yourself or micromanaging—it’s about empowering others, creating clarity, and driving results through your team. These resources taught me that great management is not about being busy but about being impactful, and that’s something I aim to embody every day.

6. If you could only give one piece of advice to a young leader, what would you say to them?

I might be slightly controversial here, but my advice is simple: Roll your sleeves up and get stuff done. Leadership isn’t just about strategy or vision—it’s about execution. Don’t be afraid to get your hands dirty, especially early in your career, and step out of your comfort zone. The best leaders I’ve worked with are the ones who understand the details because they’ve been in the trenches themselves.

That said, it’s not just about hard work. The service piece comes into play again here. Leadership is about serving others—your team, your organization, or your stakeholders. If you focus on how you can support and elevate those around you, you’ll naturally earn respect and trust. It’s this combination of action and service that creates the foundation for great leadership.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

It’s tough to pick just one, as I’ve had so many meaningful experiences during my time in China, France, and now back in the UK. One that stands out from my early career was building PR Newswire’s Asian editorial and operations team in China—I was the first editor of PR Newswire there. It was a huge milestone at the time and gave me a real sense of achievement, not just professionally but personally as well. There’s something incredibly fulfilling about being part of the foundation of something that continues to grow and thrive.

More recently, my experience building out Cascale’s marketing and communications team has been just as rewarding. Watching the team grow, thrive, and tackle challenges—like managing our rebrand—has been a genuine pleasure. The way they came together, despite the pressures and complexity, really inspires me. Seeing their creativity, resilience, and commitment to our shared goals motivates me every day. Their success is a constant reminder of the power of teamwork and the joy of leading a group of people who are as passionate about our mission as I am.