Name: Siji Varghese

Title: CEO & Founder

Organisation: Leaders in Lipstick

Siji has over 27 years of leadership experience as a corporate leader, international behavioral facilitator, and keynote speaker. A three-time TEDx speaker and recipient of prestigious honors like the KarmaVeer Chakra and the WEE Rising Women Award, she has transformed lives through her mission to empower women and elevate human capital.

Siji's flagship initiative, Leaders in Lipstick®, has inspired thousands, and her expertise in leadership, people management, and women-centric programs is unparalleled. With over 1,000 workshops and 75,000 participants across the globe, her innovative tools and engaging practices make her a sought-after speaker on platforms like IIM Ahmedabad and CII.

She has co-authored The Corporate Women’s Little Diary and was featured in the inspiring book Magical 40 @40. Siji’s passion for driving change is as impactful as it is inspiring.

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

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

Cheers,

Jonno White

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

As a leader, one of the most challenging aspects I have encountered is navigating the balance between delivering business results and nurturing team dynamics. This dual responsibility requires a leader to juggle multiple roles: a visionary, a problem solver, and a coach, while staying attuned to individual team member needs and organizational goals.

For example, there have been instances where I had to make tough decisions, such as reallocating resources or reassigning roles, which had a direct impact on the morale of the team. These decisions, while necessary for achieving long-term objectives, often came with the short-term challenge of addressing team concerns and maintaining trust. It taught me the importance of transparent communication and aligning individual aspirations with organizational goals to foster a sense of inclusion.

Another significant challenge has been managing resistance to change. During a major transformation project, I noticed hesitation and pushback from employees who were accustomed to legacy systems. Overcoming this required me to actively listen to their concerns, provide clarity on the "why" behind the change, and empower them through training and support. This experience reinforced the need for empathy and resilience as core leadership attributes.

Finally, leading through uncertainty has also tested my leadership mettle. During the pandemic, there were moments when information was scarce, and decisions had to be made swiftly. By focusing on adaptability and open dialogue, I was able to guide my team through ambiguity while ensuring their well-being remained a priority.

These challenges have shaped my leadership philosophy, emphasizing the need for adaptability, compassion, and an unwavering commitment to the people and the mission I serve.

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

My journey to becoming a leader was not defined by a single moment but rather a series of opportunities, challenges, and deliberate efforts to grow. It began early in my career when I was entrusted with leading a small team on a high-stakes project. Though I was relatively inexperienced in leadership, I embraced the opportunity, viewing it as a platform to learn and grow.

One pivotal moment came when I volunteered to take over a failing project that had a tight deadline and significant visibility within the organization. I knew the risks but also saw it as a chance to demonstrate my ability to organize, motivate, and deliver results under pressure. By focusing on clear communication, dividing tasks strategically, and empowering team members to leverage their strengths, we were able to turn the project around.

The success of that initiative marked a turning point and earned me recognition for my ability to lead under challenging circumstances. Another defining chapter was when I transitioned into a formal leadership role. It was then I realized leadership was about more than achieving results; it was about creating an environment where others could thrive. I began investing in self-development, seeking mentorship, and honing skills in areas like emotional intelligence and decision-making.

Over time, I became known for my ability to build cohesive teams and drive strategic outcomes, which opened doors to larger leadership responsibilities. What truly shaped me was the realization that leadership is a continuous journey of learning. Each milestone—whether it was leading a cross-functional team, managing through a crisis, or mentoring others—reinforced the belief that leaders are not born; they are built through experiences, reflections, and a genuine desire to make a difference.

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

Balancing my roles as a mother, wife, and leader requires a structured approach that prioritizes family, work, and personal well-being. Here’s how I typically structure my day: Morning Routine: My mornings are dedicated to self-care and setting the foundation for a productive day. I wake up early and begin with a brisk walk & treat myself to a healthy breakfast.. Managing a household also means coordinating any tasks like meal planning or assigning small chores, which I handle in these early hours.

Workday Begins: Once I’ve set the home in order, I shift focus to work. Mornings are for high-priority tasks, such as planning workshops, writing, or strategizing. I aim to tackle the most challenging items first, maximizing my energy and focus. Meetings that require deep engagement or stakeholder discussions are scheduled in this block.

Afternoon Work Block: Afternoons are reserved for collaborative tasks, mentoring, or administrative work. This is also when I address any household management needs—be it coordinating with household staff, organizing errands, or ensuring everything is running smoothly. I might connect with my sons or my husband for a quick chat if they’re available, keeping family communication ongoing.

Evening Wind-Down: Evenings are family time. I make a point to engage with my husband and sons—whether it’s discussing their day, cooking a meal together, or simply unwinding with a movie or a casual conversation.

As the day winds down, I spend some quiet time reflecting on the day’s highlights and planning for the next.

By creating intentional time for family, work, and self-care, I maintain a sense of fulfillment in all aspects of my life.

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 listening actively and showing empathy. While it’s easy to get caught up in the business side of things, I’ve found that truly understanding where your team members are coming from—both personally and professionally—can make a huge difference. It’s not just about giving feedback or making decisions but really taking the time to connect and listen. This approach helps build trust and fosters an environment where people feel valued, which, in turn, drives better collaboration and results.

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?

One book that has profoundly impacted my leadership journey is Atomic Habits by James Clear. The book's central idea—that small, consistent changes lead to remarkable results—resonated deeply with me. As a leader, I often grappled with the challenge of driving long-term change, both within myself and my teams. Atomic Habits provided me with a framework to approach this systematically by focusing on building identity-based habits rather than merely chasing outcomes.

For example, one insight that stuck with me was the concept of "casting votes" for the type of person or leader I wanted to be through daily actions. This shifted my perspective from aiming for quick wins to embedding practices that align with my values. Whether it’s carving out time for deep work, fostering open communication, or mentoring others, I now focus on habits that reinforce my identity as a purposeful and empathetic leader. I remember a specific instance where the book’s lessons helped me address a team’s struggle with meeting deadlines. Inspired by Clear’s approach, I encouraged the team to focus on incremental progress—breaking tasks into manageable chunks and celebrating small victories.

Over time, this not only improved productivity but also boosted morale. Atomic Habits reminded me that leadership isn’t about sweeping transformations but about cultivating small, intentional actions that compound over time. It’s a lesson I’ve integrated into my personal and professional life, and I often recommend the book to others seeking sustainable growth.

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

My advice would be: “Focus on mastering the art of self-awareness.” Leadership begins with understanding yourself—your strengths, weaknesses, values, and triggers. When you are self-aware, you lead authentically, make better decisions, and build stronger connections with others. For example, I once worked with a young leader who was brilliant but struggled with communication. By investing time in understanding their own style and seeking feedback from their team, they transformed how they engaged with others. The result was a noticeable improvement in team morale and effectiveness.

Self-awareness isn’t just about introspection; it’s also about being open to feedback, seeking diverse perspectives, and continuously reflecting on how your actions impact others. It’s a lifelong journey, but one that lays the foundation for growth, adaptability, and meaningful leadership. When you know who you are and lead from that place, you inspire trust and empower others to do the same. That’s where true leadership begins.

7. What is one meaningful story that comes to mind from your time as a leader, so far? One story that stands out is from a time when I was leading a team through a particularly challenging transition. We were tasked with implementing a major organizational change, and morale was low due to uncertainty and resistance. During a team meeting, one of my most talented team members voiced frustration and fear about how the changes might impact their role. Instead of responding with a solution or rationale, I decided to take a step back and listen deeply.

I acknowledged their concerns and shared my own challenges with adapting to the change, emphasizing that we were all navigating this together. Over the next few weeks, I held one-on-one conversations with each team member, encouraging them to express their fears and ideas. Slowly, the resistance began to shift as the team felt heard and valued. One team member even came up with a creative solution that streamlined the transition process—a solution we ultimately implemented with great success.

This experience reinforced a powerful lesson for me: As a leader, your role is not to have all the answers but to create a space where others feel empowered to contribute and grow. By leading with empathy and fostering trust, I witnessed how even the most challenging situations could turn into opportunities for collaboration and innovation. It was a pivotal moment in my leadership journey, reminding me that the heart of leadership lies in genuinely connecting with people and helping them see their own potential.