From India to Canada: Adapting, Jettisoning, and Retaining the Best of Both Worlds
Nidhi Abbi, an explorer on the Women Leading in Renewable Energy expedition, reflects on leading in two countries.
A Leap of Faith
In 2017, I left behind the familiar rhythm of life in India and embarked on a new journey in Toronto, Canada. With decades of experience in the corporate insurance world, I assumed that transitioning into the same industry here would be straightforward. While the technical aspects of my work remained the same, I quickly realized that leadership, communication, and relationship-building required a fresh approach in a new cultural context.
Hierarchy vs. Collaborative Leadership
In India, corporate hierarchy is more defined, with clear distinctions between junior and senior roles. Decision-making often follows a structured approach, and there is a deep respect for seniority. In Canada, leadership takes on a more fluid and collaborative form. Senior leaders are approachable, and open dialogue is encouraged at all levels. Initially, I had to adjust to addressing senior executives by their first names and voicing my perspectives in a setting where every contribution is valued equally. Over time, I embraced this shift, recognizing that leadership here is about influence rather than title.
Networking: A Shift in Building Trust
In India, networking is often direct—connections are built with a clear business purpose in mind. In Canada, relationships unfold more organically, often beginning with conversations about shared interests before business is even discussed. I had to adapt to the art of informal coffee chats, where the goal isn’t just to pitch an idea but to foster trust and long-term connections. While this approach felt slow at first, I’ve come to appreciate its depth and effectiveness in building lasting professional relationships.
Enduring vs. Purpose-Driven Relationships
One of the biggest cultural shifts I experienced was in how professional relationships evolve over time. In India, once a connection is established, it often extends beyond the workplace, with efforts to maintain contact regardless of immediate business needs. In Canada, relationships tend to be more purpose-driven—built for a specific reason and sometimes fading once that purpose is served. At first, this felt transactional, but I have since realized that while not every professional connection lasts forever, the meaningful ones do. As a leader, I now focus on building relationships that are both authentic and strategic, bridging the best of both worlds.
Time and Meetings: The Leadership of Punctuality
In many Eastern cultures, time is often viewed with flexibility. Arriving a few minutes late is generally not considered disruptive. In Canada, however, punctuality is a key leadership trait—being on time is a sign of professionalism and respect for others’ schedules. I quickly learned that if a meeting is scheduled for 10:00 AM, it means being ready to start at exactly 10:00 AM. Of course, no one is perfect, and even in Canada, people run late occasionally. But as a leader, I now set the tone by being mindful of time and ensuring that I respect the schedules of those around me.
Where You Meet: Leading in Different Spaces
In India, meetings with senior executives often happen in their personal offices, where their workspace reflects their personality—family photos, awards, or personal memorabilia providing an instant connection. In Canada, meetings often take place in neutral spaces like coffee shops or in formal meeting rooms. Without the context of a personal office, I’ve learned to rely more on active listening and verbal cues to understand the person I’m engaging with. While I sometimes miss the personal touch of a leader’s workspace, I now embrace the idea that leadership presence isn’t about where you meet—it’s about how you connect.
Work-Life Balance: Redefining Leadership Commitment
In India, long hours and after-hours availability are often considered a sign of dedication. The pace is intense, and responsiveness is highly valued. In Canada, there is a strong emphasis on work-life balance, with clear boundaries between professional and personal time. At first, I found it challenging to disconnect without feeling guilty. Over time, I’ve learned that effective leadership isn’t about always being available—it’s about being present, productive, and setting healthy boundaries for myself and my team.
Jettisoning and Holding On: Evolving as a Leader
As I navigated these cultural differences, I realized that leadership is about knowing what to carry forward and what to jettison. I let go of the hesitation to challenge seniority and the belief that constant availability equates to effectiveness. At the same time, I held onto the values that define me—building meaningful, lasting relationships and leading with empathy and trust.
Through my journey with Women Emerging, I’ve gained a deeper understanding of leadership in transition. Moving between cultures has strengthened my ability to adapt, embrace change, and lead with a blend of Eastern wisdom and Western dynamism. My advice to others on a similar path? Embrace change, but stay anchored in the values that make you who you are. Growth comes from knowing when to adapt and when to stand firm.
Nidhi Abbi is the Vice President, Energy & Power, at Marsh Specialty.