By Nathalie Buschor, Executive Coach and Psychotherapist
Lessons from Tidjane Thiam’s Biography
There’s a famous saying in leadership, once echoed in the British monarchy:
“Never complain, never explain.”
I disagree.
When done with grace, leaders should explain—especially when they serve as role models. They should share how they became who they are: how they succeeded, and how they failed.
The challenge lies in doing this with clarity and elegance—something only possible through deep introspection and a profound understanding of one’s own biography. Our childhood, education, hobbies, and university years shape us. So do our early wounds—some healed, others hidden or repressed. All of these experiences quietly influence our ambitions, our leadership style, and our personal lives later on.
In over 20 years of coaching senior executives, I’ve seen one consistent truth:
Nothing helps leaders understand themselves more than exploring where they come from, and how they became the person they are today.
People with great careers often carry remarkable traits. Many are both intellectually and emotionally intelligent. Some are women in male-dominated industries. Some feel “too small” or “too big.” Others come from modest backgrounds, excelled in elite sports, or grew up between cultures. This uniqueness makes them stand out—but it often made them feel different, even lonely, at an early age.
Then, there are the deeper stories: clients whose parents were imprisoned (as in Tidjane Thiam’s case), who were refugees, or who grew up with parents struggling with illness. These experiences carry heavy emotional burdens—yet often forge extraordinary resilience. Such challenges make people strong, but they also leave scars. True executive coaching sometimes means revisiting these hidden stories: to understand what shaped you, to heal what still hurts, and to transform it into a source of strength rather than shame.
The Link to Tidjane Thiam’s Biography
Tidjane Thiam’s story illustrates this tension. Alongside hardship, he had remarkable resources: a powerful family, outstanding intelligence, an elite French education, and access to Europe’s most influential networks. Yet, old wounds remained.
Racism in France and Switzerland is real and harsh—but I’ve seen clients with similar backgrounds experience it differently. That suggests something beyond intelligence or credentials: a need for a deep understanding of cultural nuances in leadership.
France, Switzerland, and the US all carry different leadership codes—some very subtle but all real. I learned this firsthand living and working in Paris, London and New York. These cultural differences shape perception, create images of us that we may not even be aware of—and therefore must actively manage.
Having attended a French Grande École and worked among that elite in Investment Banking, I can say with certainty: the French approach to leadership, management, and even private life differs profoundly from the Swiss.
Had Thiam been supported in truly understanding and adapting to these nuances, his story at Credit Suisse might have unfolded differently. Too often, international leaders believe that intelligence and academic brilliance will be enough to navigate new environments. But the higher one rises, the more essential it becomes to have trusted advisers—sparring partners who challenge assumptions, analyze behaviors, and hold up a mirror.
Never underestimate the power of understanding not only your biography, but also how it translates into a local cultural context.
The Essence of Leadership
Leadership today demands more than raw intelligence. It requires a balance of emotional and intellectual intelligence, humility, and the desire to serve. Without introspection, leaders dry out. They lose motivation and connection—to others and to themselves. They risk becoming complainers, unable to grasp why the world seems to have turned against them.
Being entrusted to lead is a privilege. It’s a joy when you can truly appreciate the responsibility given to you—the trust to guide a company, a team, or an entire culture.
In the end, leadership is simple, but never easy:
Those who manage to integrate their past into something meaningful in the present are the ones who lead with joy, motivation, and compassion—for themselves and for others.
About the Author: Nathalie Buschor is an Executive Coach and Psychotherapist based in Zurich. She combines depth psychology, behavioral, and systemic approaches with many years of leadership experience in international finance.
👉 www.buschor.biz
Her book on digital leadership addresses this very challenge – one already recognized in Silicon Valley: good leadership without personal development is an illusion. Especially in demanding situations, it will not deliver what is needed.
