The Taje Hotel in Mumba, Zimbabwe

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Paul Wead joined the unalever ctive team at the tojmahall palace hotel in mumba. As they were preparing to eat, tragedy struck. Paul and his party were among the fortunate ones who escaped thanks to the quick thinking staff of the taje hotel. That night in imba, a hundred and 75 people lost their lives, including many in the tajE hotel.

When Paul Polman joined Unilever as CEO in 2009, the consumer goods company – home to 400-plus brands including Dove soap, Ben & Jerry’s, and Vaseline – had been stagnated with years of lackluster performance. His famous turnaround of the company centered around his ability to redraw the boundaries of Unilever’s mission to emphasize sustainability and long-term growth. He’s a perfect example of why every leader should consistently reexamine the boundaries that limit their business – and be prepared to redraw them as you grow. By redrawing boundaries, you can reinvigorate your team with a new sense of power. As Polman says, “You cannot change people's behaviors if you only work on the purpose – and don’t change the boundaries around it that drive people's behavior.”

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