On 28 January 2011, Hania was COO of HSBC Egypt. She woke up to find her country had no internet and no mobile phones. Every number on her crisis-team list was unreachable. So she picked up an old phone book.

For Episode 5, John, Tarek and Robin are joined by Hania for the inside story of running a bank through the Arab Spring and what came after. Robin knew the story from the regional COO seat in Dubai. This conversation has been twenty years in the making.

What you'll hear:

• The morning of 28 January 2011 - and the paper phonebook that saved the response
• "Emotional stability" - what one senior member of staff said that changed how Hania led
• Why the right person in a crisis is rarely the most senior person in the room
• How to keep the CEO and the regulator informed without crushing the team doing the work
• The queue outside head office that became the proudest moment of her career
• The CEO who came back from abroad and didn't believe his team had handled it
• "Don't waste a good crisis" - the post-event discipline that compounds across a career

Chapters:

00:00 Welcome and the three-host introduction

01:11 Robin introduces Hania

01:34 Hania on ten years as COO of HSBC Egypt

02:25 Tarek's first question

03:08 28 January 2011: no internet, no mobiles

04:40 Stay calm. Systems fail.

05:58 How do you stay calm when you're panicking?

06:55 "Emotional stability"

07:37 Choosing who is in the room

08:00 Why Hania went to the number two

09:33 The IT outage tension

11:05 Visibility and being seen

13:08 Priority communications

13:50 Cash, queues, and the ATM withdrawal limit

14:27 The queue she looked at with real pride

14:59 The HSBC brand

16:04 Call trees and earthquake-readiness

17:24 Did creativity play a part?

18:37 What you can prepare for

20:44 Drills are too easy

21:43 The Christmas Eve thought experiment

23:34 Bromley + Croydon: the Bank of America story

25:30 Working with the regulator

27:28 Managing up: the CEO came back suspicious

29:53 Seeing seismic risk early

30:43 The cost of having no one in-region

31:47 Recognising vs dispelling a crisis

33:30 Don't waste a good crisis

34:34 Crises that prolong, and team fatigue

34:55 John's recap

If you lead anything that has to keep running when the lights go out, this is the one.

Get in touch: 3exExecs@gmail.com

Most leaders say they delegate. Most leaders are lying to themselves.

Three ex-executives - John, Tarek, and Robin - break down why delegation fails, what trust actually looks like in practice, and why the best leaders employ people brighter than themselves.

Tarek shares the moment he told his chief of staff "No, send it" and watched her confidence transform. John confesses to the mistake every new leader makes: still doing your old job. Robin challenges whether delegation is something you are born with or something you learn.

• 0:00 - Introduction and meet the ExExecs
• 3:00 - The Art of Delegation
• 4:00 - No, send it. I have got your back
• 6:30 - Why you must delegate
• 8:00 - The neuroscience of trust: 50% higher productivity
• 10:30 - Cautionary tale: still doing your old job
• 13:30 - Team ownership over food
• 15:45 - Delegating outside the comfort zone
• 19:30 - Is delegation natural or learned?
• 23:00 - When your boss will not delegate
• 28:30 - The repeat-back technique
• 35:00 - The buddy system
• 38:30 - Next: Crisis Management with Haniya Sadiq

Next Episode: Crisis Management with Haniya Sadiq - former COO of HSBC Egypt, Forbes 100 Most Influential Muslim Women.

Contact: 3exExecs@gmail.com

Having Difficult Conversations (with Empathy, Courage, and Preparation)

Three former executives, Robin, Tarek, and John share lessons from decades in complex corporate environments, introducing difficult conversations. They discuss being both the instigator and recipient, with examples including an unexpected mediocre appraisal, redundancy conversations shaped by HR scripts, and a father-son moment about asking permission before giving feedback. Key ideas include using empathy and humanity, choosing timing and context carefully, getting to the point, preparing with evidence and examples, avoiding procrastination by committing to a meeting time, and recognizing that difficult conversations often benefit the recipient.

They also cover giving feedback upward to a boss, handling forced decisions like redundancies and calibration, and John shares formative feedback from his father about finding “fire in the belly.”

00:00 Meet the Hosts

01:19 Who This Podcast Serves

02:23 Today’s Topic Difficult Talks

02:48 Robin’s Toughest Moments

04:36 Tarek’s Permission Lesson

07:26 Timing Empathy and Context

10:16 When HR Makes It Cold

13:14 John’s Crisis Communications

16:57 Don’t Delay the Hard Talk

17:24 Crossing the Evidence Line

19:33 Gather Evidence Without Bias

20:08 Commit to the Conversation

21:07 Reframe Difficulty as Feedback

21:57 Know Your Why as Leader

23:09 Giving Feedback to Your Boss

25:24 When You Lack Conviction

28:58 Redundancy and Forced Ranking

30:58 Personal Story on Passion

32:14 Key Takeaways and Next Topics