"Sanjeev Neupane: Leading Change Through Sustainable Development and Inclusive Leadership"

Sanjeev Neupane serves as the Chief Executive Officer of Samriddha Pahad, a social organisation dedicated to empowering local communities in Nepal’s hilly and mountainous regions. Samriddha Pahad operates as a not-for-profit company, focusing on sustainable development by promoting environmental conservation, cultural diversity and economic opportunities. The organisation aims to bring transformative and lasting change to these often-neglected areas. Established in 2009 with support from a British trust, Samriddha Pahad initially worked on improving access to finance, services and livelihoods. Between 2011 and 2017, it operated as an INGO in Nepal, implementing initiatives funded by DFID and other global partners. In 2015, the organisation transitioned into a social enterprise to focus more deeply on sustainable tourism and environmental preservation in the Kanchenjunga region.

Neupane’s career reflects a deep commitment to development work. After earning an MBA from Pune University in India and briefly working with the Industrial Development Bank of India, he returned to Nepal to contribute to the development sector. His early experiences included working on microfinance programmes supported by UNDP and DFID-funded initiatives focused on women’s empowerment and anti-trafficking. Since joining Samriddha Pahad in 2011, Neupane has been leading efforts to create meaningful and sustainable impacts in Nepal’s rural communities.

In this edition of Business 360, Neupane speaks about what leadership means to him.

How do you define a leader?

Leadership, to me, is a continuous journey of learning and growth. No one is perfect in every aspect, so as a leader, it is crucial to remain open to new ideas, stay aware of changing situations, and be willing to adapt. Every day presents an opportunity to learn something new and that learning process not only helps us grow as individuals but also builds trust within the team.

In essence, I believe leadership is about guiding others while constantly evolving through experiences. It is not just about holding a position; it is about earning the respect and reliance of your team by demonstrating adaptability, empathy and knowledge gained over time.

Some believe leadership is innate, while others think it is acquired. What is your opinion?

That is a fascinating question and it is one I have encountered often, even during my MBA days. There was always a lively discussion about whether leadership is something you are born with or something you develop. In my opinion, leadership is more of an acquired skill.

The environment in which you grow, the experiences you gain, and the challenges you face shape your leadership qualities. While some people might have natural traits like charisma or confidence, I believe true leadership emerges through experiences, learning and the ability to adapt and inspire others. So, for me, leadership is largely acquired and refined over time.

Can you share an incident from your career where your leadership skills were tested?

There have been many instances where my leadership skills were put to the test. In leadership roles, you are often juggling multiple responsibilities, whether it is financial management, operational challenges or team coordination. One such instance was during a critical project where we faced unexpected delays and budget constraints. Instead of focusing on a single solution, I worked with my team to brainstorm alternative approaches. We prioritised open communication and explored various possibilities to address the situation. By involving the team in decision-making, we not only resolved the issue but also strengthened our collective confidence. That experience reinforced the importance of adaptability and collaborative problem-solving in leadership.

When do you think is the right time for a leader to step aside and pass on the baton?

This is such an important topic. I have personally experienced the value of mentorship in my career. When I began as a project officer in Nepal, my mentors recognised my potential and actively helped me grow into leadership roles. This act of trust and guidance shaped my belief that every leader has a responsibility to identify and nurture their successors.

No one can stay in a leadership position forever. Passing on the baton isn’t just about stepping aside. It is about ensuring continuity, sharing experiences and empowering the next generation to lead effectively. Grooming a successor strengthens the organisation and ensures its long-term success.

You frequently travel and interact with locals across different regions for various projects. How do you build rapport and influence people, especially when working with diverse communities?

When I first started working in the development sector, I found it challenging to connect with people from different backgrounds. Over time, I realised the importance of empathy, respect for local cultures and genuine listening. Now, I always approach communities with a mindset of participation rather than imposition. It is about making them part of the process – explaining the purpose of the project, outlining clear goals and genuinely understanding their needs. This inclusive approach builds trust and ensures that the outcomes align with their expectations. Respecting people and their perspectives have been key to my ability to influence and connect with diverse communities.

How can leaders prepare for the unknown?

Uncertainty is inevitable, especially in sectors like development, where we depend on funding agencies with shifting priorities. The key is to always have contingency plans in place. As leaders, we must think beyond immediate challenges and anticipate potential risks. During crises like Covid 19, adaptability, quick decision-making and a focus on long-term sustainability become essential. Diversifying funding sources, fostering strong partnerships and planning for alternate scenarios can help organisations navigate such unpredictable situations effectively.

What is your personal leadership style?

I would describe my leadership style as open and collaborative. I believe in involving people in decision-making processes and valuing diverse perspectives. Leadership isn’t about being the sole decision-maker. It is about leveraging the strengths of your team. Being open-minded helps bridge communication gaps and fosters a sense of ownership among team members. I have found that this approach not only builds trust but also leads to more innovative and effective solutions.

In your opinion, what are the three most important traits a leader must have?

The first trait is openness. A leader must be willing to listen, understand different perspectives, and adapt to changing circumstances. The second is problem-solving. Leaders should be ready with alternatives and flexible enough to switch strategies when needed. Having multiple solutions for a single challenge is critical. The third is effective time and relationship management. Balancing priorities while maintaining strong connections with team members and partners is crucial for sustained success.

One project that I am especially proud of is the Kanchenjunga Programme, a long-term initiative aimed at sustainable development in the Kanchenjunga region. Seeing the progress we have made there, coupled with the community’s positive feedback, has been incredibly fulfilling. It is rewarding to witness the tangible impact of our efforts, whether it is improved livelihoods, better infrastructure or empowered communities. Projects like these remind me of the importance of perseverance, collaboration and a people-centred approach in leadership.

Is there a leader you admire or look up to as a role model?

I have drawn inspiration from different people at various stages of my life. During my school years, my teachers and parents were my role models. As I grew, I found mentors in my professional life who inspired me with their wisdom and guidance. Leadership inspiration evolves with time. You learn from family, mentors, colleagues and even the challenges you face. It is a dynamic process and I believe every leader we admire leaves a unique imprint on our journey.

How important is teamwork in achieving success?

Teamwork is absolutely vital. No leader can achieve success alone. Whether in personal endeavours or organisational goals, collaboration is key. In my work, particularly in managing projects, distributing responsibilities and relying on the strengths of team members has been crucial. Effective teamwork not only ensures smooth operations but also fosters innovation and resilience within the organisation.

Among all the projects you have worked on, is there one that stands out as particularly rewarding?

One project that I am especially proud of is the Kanchenjunga Programme, a long-term initiative aimed at sustainable development in the Kanchenjunga region. Seeing the progress we have made there, coupled with the community’s positive feedback, has been incredibly fulfilling. It is rewarding to witness the tangible impact of our efforts, whether it is improved livelihoods, better infrastructure or empowered communities. Projects like these remind me of the importance of perseverance, collaboration and a people-centred approach in leadership.