Karina Watzinger is a strategic leader with extensive experience across various industries. Currently Director of Strategy Execution at Cargill, she previously led global transformation at Delacon Biotechnik. With a dual Executive MBA, she holds certifications in Business Strategy, communication, and systemic coaching. Karina also mentors women in food and agriculture and advocates for mental wellness.

In a recent interview with Global Woman Leader Magazine, Karina shared her insights on the key qualities young leaders must develop to transition into senior roles, the unique barriers women face in leadership, and how to foster a mindset of resilience and adaptability for future generations.

What qualities do young leaders need to cultivate to successfully transition from mid-level to senior leadership roles, especially in industries that require agility and resilience?

To navigate today’s rapidly changing world as a senior leader requires transformational leadership. Let me emphasize three key qualities:

First, you need strategic vision to make high-stakes decisions, balancing short- and long-term goals, paired with a ‘can do’ attitude to bring your vision to life. This means executing your vision with determination, responding effectively to unexpected challenges, adjusting to new circumstances, and quickly recovering from setbacks.

Second, emotional intelligence is crucial for understanding and regulating emotions, empathizing with others, building strong relationships, navigating organizational dynamics, and fostering a positive work environment.

Third, through clear and effective communication you will convey the vision, inspire and align teams towards shared goals, drive innovation, and nurture a people-oriented high-performance culture across the organization.

What unique barriers have you observed for women in their leadership journeys? How do you think these can be mitigated for future generations of leaders?

While I would not call them unique barriers, I have observed that women advancing their careers often face unconscious biases and stereotypes related to gender, age, and leadership styles. It is important to know yourself and stay true to yourself, leading with authenticity. Career growth involves adapting and developing, but consistency in character is key. As leaders, we must train others to recognize and address biases.

Another common phenomenon is imposter syndrome, marked by self-doubt, fear of exposure, perfectionism, and attributing own successes to external factors– think of phrases like “I first need to earn a seat at the table”. Strengthening self-confidence, communicating on eyelevel, celebrating achievements, and seeking support from mentors and external coaches can help overcome these challenges.

How do you foster a culture of resilience and agility in younger, emerging leaders while preparing them for senior roles?

Physical and mental health comes first – resilient leaders take care of themselves, so they can effectively lead their teams. Modeling resilience and agility means handling your stress patterns, knowing how to energize yourself, maintaining focus under high pressure, pivoting quickly, and making tough decisions, while not losing your positivity.

Next, I focus on cultivating a growth mindset, by showing emerging leaders how to create a safe space to take risks, explore and innovate, celebrate successes, and learn from failures.

Third, preparing for a senior leader role, it’s key to embrace what Patrick Lencioni calls “Team Number 1”: This concept emphasizes cooperation at senior leadership team level, ensuring the overall success of the organization rather than the success of individual departments.

What have been the biggest challenges in integrating new leadership talent, especially women, into these high-pressure, fast-paced environments?

Creating a truly inclusive culture is challenging but essential for integrating new leadership talent. Overcoming biases and assumptions, fostering eye-level partnerships, co-ownership, and establishing mentorship programs to guide new leaders are crucial steps. These efforts help share insights and build confidence. Supporting new leaders in building and navigating their networks effectively is also critical.

Demonstrating gravitas, pragmatism, and sometimes sharp elbows is necessary to navigate complex situations. Additionally, perseverance and stamina are vital for maintaining resilience and driving success, ensuring long-term organizational growth and stability.

How do you encourage younger leaders to adopt a mindset that embraces change while also developing the perseverance to overcome the inevitable challenges along the way?

By adopting a growth mindset and taking good care of yourself, you will be able to overcome challenges and thrive in dynamic environments – not only at work but in life.

For me, encouraging younger leaders means modelling resilience and agility, inspiring, providing opportunities for growth based on capabilities and potential, encouraging reflection and self-awareness, providing mentorship and support, as well as recognizing and celebrating achievements to reinforce their progress.