Forget the myth of the born leader. Cast aside the notion that leadership belongs only to those in corner offices. Doug Guthrie, seasoned executive, respected academic, and author, reveals a powerful truth: leadership is a practice, not a privilege. It is for everyone, every day. As Professor of Global Leadership and China, and Executive Director of China Initiatives at Thunderbird School of Global Management, Arizona State University, Doug Guthrie is redefining leadership for the 21st century.
For thirty years, Guthrie navigated academia and corporations, becoming a keen observer of leadership. He trained executives, coached CEOs, and saw leadership firsthand. A core insight emerged: leadership is influence, not position; skills, not charisma. His career spans organizational development, Chinese economic reforms, and strategic city development.
“It is not about your position or power,” Guthrie states. “It is about daily influence.” He calls this “everyday leadership,” democratizing leadership for all. Leadership is not confined to boardrooms. It thrives everywhere – from entry-level employees to volunteers, to entrepreneurs. The 21st century, Guthrie argues, demands this accessible leadership.
At Thunderbird, Guthrie educates future leaders and directs China Initiatives, informed by his China scholarship. Through coaching, he guides leaders to build strong organizations and cultures, motivating individuals for a greater purpose. “We are all in this together,” he asserts, echoing his journey, beginning with Chinese literature.
An Unforeseen Path Forged in China
China, an unlikely start for a Pittsburgh native, ignited Guthrie’s passion. Studying Chinese language and culture, he found his path. This was China emerging from Mao’s shadow, adding intrigue.
His fascination began with language, literature, and culture. A unique memory, a strategy for dyslexia, aided him. Hearing something once, he memorized it. Pictographic, tonal Chinese was accessible.
“Reading Chinese characters was easy,” Guthrie recalls. “Reversed characters don’t change meaning. My audiographic memory was perfect for a tonal language.” He excelled, embracing the language, becoming fluent.
He was drawn to language structure. Characters represented concepts, not fixed parts of speech. This conceptual richness suited poetry, especially Tang Dynasty poetry, an undergraduate focus. “Foreign structure and ancient civilization felt like unlocking a new world,” he recalls. He studied in Taipei, Taiwan, early on.
Eight months later, history unfolded. In his sophomore year, Beijing students marched on Tiananmen Square. Protests swelled, demanding democracy.
Driven by curiosity, Guthrie went to China for a year. Geopolitics intervened. Post-Tiananmen, China restricted access. He studied in Taiwan, a transformative year.
Returning, Guthrie aimed for Chinese literature and history. But graduate school shifted him. He sought to understand Tiananmen and China’s change, pursuing a Ph.D. in sociology, studying China’s economic and political shifts in Shanghai.
Early on, Guthrie explored foreign investment in China, advising companies on the Chinese market. This evolved into consulting and advisory roles, becoming a trusted advisor. His China expertise makes him a sought-after speaker.
Shifting Focus to Leadership
Returning from Berkeley, Guthrie’s drive shifted to leadership development. He trained future leaders at Harvard, Columbia, NYU Stern, George Washington, INSEAD, and others.
His leadership approach moved from charismatic leadership to empowering “everyday leaders.” He recognized that success comes from all levels, not just the C-suite. He focused on empowering everyone.
As Dean of George Washington University School of Business in 2010, Guthrie became a fresh voice, emphasizing leadership over finance. He built his leadership portfolio and fostered China connections as VP for China Operations. He also directed initiatives at the Social Science Research Council and for DC Economic Planning.
Despite success, Guthrie faced a leadership test. Fired after three years, he admits, “It was painful, but a blessing. It forced me to learn what good leadership is: listening, valuing others.”
Guthrie learned leadership isn’t a position, but continuous learning – listening, vulnerability, caring. “Being fired was a turning point, a wake-up call. Leadership is not just vision and power. It’s how you treat and motivate people.”
“Leadership is hard,” he says. “My achievement was enduring, learning, and asking: ‘How can I be better?'”
Apple Inc. then called, making him a key faculty member at Apple University in China. He knew he needed better listening, team-building, organizational understanding, and vision-sharing.
Apple valued culture. Guthrie focused leadership development on mid-level employees.
“Apple University leaders suggested focusing on senior leaders,” he recalls. “But future leaders are mid-level. We must equip them. Leadership is more than strategy. It includes healthy culture, teamwork, introspection.”
At Apple, Guthrie became more collaborative, focusing on organizational needs in China. He admired China’s economic rise but encountered a new China under President Xi.
“I impacted each role, I’m proud of it,” he reflects. “At Apple, I built leadership, culture, and helped them understand China’s complexities.”
Returning to Academia and Everyday Leadership
In 2019, Guthrie returned to academia, aiming to train leaders and advise executives.
Thunderbird School of Global Management invited him as a professor. “Thunderbird is unique,” Guthrie says. “Founded post-WWII, it promotes cross-cultural understanding to prevent conflict. It’s a global leader in global management, trade, innovation.” He became Executive Director of China Initiatives, leveraging his expertise.
Thunderbird focuses on Global Management Masters, not MBAs, emphasizing cross-cultural leadership, not just finance.
Guthrie launched On Global Leadership, a platform with a blog and podcasts, offering thought leadership on global geopolitics, especially China, and leadership development.
As On Global Leadership grew, Guthrie became known for both strategic advice and leadership development. He focuses on executive coaching, integrating vision, strategy, teams, and motivation.
Marshall Goldsmith’s 100 Coaches invited him to join. “It felt like a natural fit,” he says. “I still advise on China, but enjoy helping executives grow, build teams, and inspire.” He values one-on-one coaching.
Guthrie notes the world’s complexity demands resilient leaders. Coaching for ViaPath, serving formerly incarcerated individuals, highlighted diversity and inclusion’s role.
“Returning citizens sharing their experiences transformed coaching,” he explains. “Diversity and inclusion make coaching dramatically better.” He is writing a book on everyday leadership and returning citizens.
Leadership Built on Purpose and People
Guthrie’s leadership view evolved. As Dean, success was grand vision. Now, it’s purpose: improving people and organizations.
“It’s less about goals, more about making people and organizations better,” he explains. “In coaching, I am open and vulnerable. Leadership isn’t about being the most visionary. It’s recognizing, listening, connecting, and building team culture.” He models this in teaching and coaching.
Guthrie advises Thunderbird on China initiatives and helped establish Thunderbird’s partnership with Zhejiang International Business School. He co-founded the Deeper Coaching Institute (DCI) with Dr. Mark Goulston and David Slocum, part of On Global Leadership, pushing for deeper self-reflection in leaders.
The Attentive Leader
Guthrie observes today’s high-pressure world demands leaders care for their teams. He shares his bipolar II disorder diagnosis, often unseen as hypomania. “It fueled my work, but swings of hypomania and depression came at GW and Apple, and I didn’t understand.”
Guthrie speaks candidly because good leaders build effective cultures and support diversity, inclusion, and mental health. “It’s not just about job completion. It’s about well-being. Pressure leads to struggles, and good leaders pay attention.”
Hypomania, while driving work, hurt his parenting and partnership. He learned to prioritize. “People count on us. We need to be present. If balance means fewer articles or clients, or more sleep for my kids, it must happen.”
He brings this to leadership teaching, showing leaders that ambition and good parenting align. “You might be a better servant leader by balancing this,” he says. “I try to live it, and share this message in teaching, coaching, and writing.”
Doug Guthrie’s challenges shaped him into a different leader, teacher, and coach. He believes in servant leadership: making people better, improving organizations.
“Leadership is often seen as power and telling people what to do,” he concludes. “Vision is important, but I believe in servant leadership. Even without credit, contributing to organizational success, helping others – that’s good leadership.”
