Name: Malarvilie Krishnasamy

Title: Director

Organisation: MalCPD Consultancy & Coaching Ltd

Malarvilie Krishnasamy is an experienced Leadership Consultant, Executive Coach, and Operations Specialist at Criterion Institute. She is dedicated to promoting humanity in leadership through the development of emotional intelligence, communication skills, and transformative coaching practices. With nearly 25 years of experience, she has led leadership development initiatives across diverse organisations, fostering inclusive, values-driven cultures.

Malarvilie designs and delivers accredited coaching and leadership programmes that empower professionals to communicate effectively, lead with authenticity, and drive meaningful change. Passionate about equity and social change, she actively engages as an ally through workshops, speaking engagements, and by amplifying the work of others committed to creating lasting organisational impact.

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

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

Cheers,

Jonno White

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

The hardest thing about being a leader is navigating the complexities of working with challenging individuals, especially when they are stressed or resistant to change. It’s tough to balance empathy with accountability while ensuring the team stays productive. Another difficult realisation is that no matter how hard I try, I can’t please everyone all the time—every decision will have its critics.

Perhaps most humbling is understanding that my passion alone isn’t enough to win people over. Leadership requires more than enthusiasm; it takes strategy, consistency, and the ability to inspire trust through actions, not just words.

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

I became a leader through a blend of passion, persistence, and the support of bosses who believed in me. Early in my career, I was driven by a deep commitment to helping others grow, which led me to take on leadership roles in education. Along the way, I was fortunate to have leaders who recognized my potential, trusted my judgment, and gave me opportunities to step up.

Their belief in me built my confidence and inspired me to keep learning and growing. Leadership wasn’t something I pursued for the title—it evolved naturally as I took initiative, supported colleagues, and earned trust through consistent actions and a genuine desire to make a positive impact.

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

My workdays have evolved significantly over the years. In the past, I would wake up early, get to work by 7:35 a.m., and often stay until 6:30 p.m., only to continue working late into the evening. I loved my job, but the relentless pace eventually led to burnout. Having children forced me to rethink my work-life balance. I realised I needed a healthier approach, which inspired me to set up my own business as a leadership consultant and executive coach.

These days, a typical workday is much more balanced. I start by dropping the kids off at school, sometimes enjoying a cuppa with friends afterward. I then settle into some focused work before having lunch with my husband. If time allows, we might take a walk down the beach before I return to work for a bit more. My day winds down when I pick up the kids from school, feeling more energised and fulfilled both personally and professionally.

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

A recent leadership lesson I’ve been reminded of is the importance of understanding and adapting to different personality types. My TypeCoach (Myers-Briggs) personality profiling training has taught me to be more aware of how people may approach situations differently from me. As someone naturally wary (perhaps a London trait!), I’ve learned to give people time, space, and a fair chance before making judgements.

Recently, I encountered individuals who were quite obstructive in working toward an organisation’s vision. Instead of reacting defensively or admonishing them for their negativity, I leaned into my training. I focused on listening and empathising with their perspective, which helped defuse the tension and opened up a more constructive dialogue. It was a powerful reminder that understanding where people are coming from can be the key to resolving conflict and moving forward together.ns.

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?

It’s hard to choose just one book, as several have profoundly shaped my leadership journey. *Radical Candor* taught me how to give honest feedback while showing care, striking a balance between empathy and accountability.

*How to Read People Like a Book* sharpened my ability to interpret non-verbal cues and understand underlying emotions in conversations. *Emotional Intelligence* by Daniel Goleman deepened my understanding of self-awareness, empathy, and emotional regulation in leadership.

These books resonated with me because, while I’m naturally empathetic, I’ve also been a people-pleaser at times. They helped me recognise how easily assertiveness can be mistaken for passivity, aggression, or even passive-aggressiveness. The tools I gained not only enhanced my leadership skills but also empowered me to coach and train others in developing their communication and emotional intelligence.

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

My one piece of advice to a young person aspiring to be a leader is to learn how to understand and empathize with different personality types. People communicate, react, and process information in diverse ways.

The more you can appreciate these differences, the better you’ll be at adapting your communication style, building trust, and fostering strong working relationships. Empathy doesn’t mean agreeing with everyone—it means genuinely listening and seeking to understand. This skill will help you navigate challenges, resolve conflicts, and inspire those you lead.

7. What is one meaningful story that comes to mind from your time as a leader, so far? One of the most meaningful stories from my time as a leader comes from when I became head of a faculty of new teachers. My predecessor had unintentionally stifled their growth, and one teacher was on the verge of quitting. I knew I had to approach the situation differently. I coached and mentored each of them, really listening to their views, and I allowed them the space to disagree with me when needed.

I gave them responsibilities, trusted their abilities, and encouraged them to take ownership of their development. By the end of the year, the transformation was incredible. The teacher who was ready to leave the profession was not only thriving but had become one of the most exceptional educators in our faculty. We were recognised with the best results in the school and even received an award from the local council.

A couple of years later, the teacher who nearly quit ended up taking on a leadership role in another school, doing the same job I had once held. I take immense pride in knowing that I played a part in nurturing their self-esteem, talent, and career. It's a reminder that leadership isn’t just about managing—it’s about empowering others to grow and succeed.