Amir Ghannad is a transformational leadership coach, speaker, and author whose life journey—beginning in Iran and continuing through decades of leadership experience across the globe—shaped his deep commitment to empowering people and organizations. From his early lesson in responsibility taught by his parents, to guiding multinational teams at Procter & Gamble and beyond, Amir’s story is one of resilience, vision, and purpose. Humans of Fuzia is honored to share his journey with our 5M+ community, reinforcing our shared mission of celebrating leaders who inspire change and embody the spirit of He for She and She for She.
Q: How did your early upbringing shape your views on leadership and transformation? Amir: I grew up in Iran and moved to the U.S. alone at 16. One of the most profound lessons my parents instilled in me was the importance of responsibility. When you commit to something, you give 100%—not 50-50. That principle remains at the core of my teaching today.
Q: What does purpose mean to you, and how has it evolved over the years? Amir: While my background is in mechanical engineering, I realized early in my career at Procter & Gamble that my true passion was people. My purpose became clear: to put people in touch with their greatness so they can fulfill their unique purpose in this world. Everyone has something extraordinary within them—sometimes they just need help removing the barriers that hold them back.
Q: What is most misunderstood about cultural transformation in organizations? Amir: Many see culture as a vague concept. But to me, culture is simply the sum of daily behaviors. If you want different results, you must change behaviors, attitudes, and habits. Culture is not abstract—it’s observable in how people communicate, solve problems, and strive for excellence.
Q: When organizations aim to create empowered teams, what’s often missing? Amir: Empowerment isn’t just about telling people they are empowered—it requires clarity, resources, decision-making authority, feedback, and skills. Leaders must create the conditions
for empowerment while also encouraging individuals to step into it. I’ve seen entire plants and organizations turn around within months when this is done methodically.
Q: You often speak about the inner game of leadership. What limiting belief did you have to unlearn yourself?
Amir: The biggest shift for me came when I stopped blaming others—my bosses, my circumstances—and took full responsibility. I realized “If it’s to be, it’s up to me.” Another key learning was not just solving today’s problems but working toward a transformative vision of the future.
Q: What advice do you give emerging leaders afraid to speak up in rigid systems? Amir: Don’t take undue risks, but find a cause you deeply care about—something bigger than yourself. My mantra is: “I am the one, and it’s not about me.” Fear doesn’t disappear, but when the outcome matters enough, you find the courage to act.
Q: Has there been a conversation that deeply impacted you as a leader? Amir: Yes. During a coaching session years ago, I realized I was blaming everyone else for the struggles at a failing plant I was leading. That night I declared myself the greatest barrier to success—and committed to removing that barrier. The next day, I took full responsibility, and it transformed not only that plant but my entire leadership approach.
Q: What legacy do you hope your work leaves behind?
Amir: Beyond organizational results, the legacy I cherish most is hearing from people who say my work changed their personal lives—their relationships, health, or mindset. My mission is to help people start with themselves, remove what’s in the way, and then empower others to do the same. That ripple effect is the true measure of impact.
“Transformative leadership begins as an inside job—when you take full responsibility, you unlock not just your own potential but the greatness in others.” – Amir Ghannad
Connect with Amir Ghannad: http://theghannadgroup.com/
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