Cover Nasaa Narmandakh, CEO, Monpolymet Group
Nasaa Narmandakh, CEO, Monpolymet Group
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For our Thriving at the Top series, female leaders from Asia share how to sustain success as a CEO. Here, Nasaa Narmandakh discusses weekend digital detoxes, setting boundaries effectively and the role of Mongolia’s landscapes in rejuvenating mind and spirit
In 2023, the highest number of CEOs at US companies left their post according to research by Challenger, Gray & Christmas since it began tracking 22 years ago. With the rate of new CEOs who are women rising year on year, the percentage of women leaving the top spot was 24 percent in 2023, up from 19.5 percent in 2022.
In our new series, Thriving at the Top, women CEOs share their insights on avoiding burnout and setting boundaries, balancing life and work, managing stress and investing in personal growth, as well as their advice for how other CEOs can lead with resilience and longevity. Here, Monpolymet Group’s CEO Nasaa Narmandakh, weighs in.
How long have you been in your current role as CEO?
I have led the Monpolymet Group since September 2012, and during this period it has been a journey that has been full of deep rewards and challenges at the same time. Leading a diversified company in the mining and construction sectors, where sustainability is acute, has demanded a mix of leading-edge thinking, unwavering commitment to our core values, and an adaptive leadership style.
CEO burnout is common. Can you share any personal experiences or challenges you have faced in managing your workload and avoiding burnout as CEO?
Leadership in an organisation that aims to set benchmarks in sustainability and corporate social responsibility has its unique pressures. There were times when this balance was elusive, especially at the time of launching Mongolia's first-ever environmentally friendly cement plant and managing the intricacies of international partnerships. I understood that early recognition and proactive work are very important. These are challenges that have made me rely more on my support, delegate, and trust a good team. Equally important, though, is the time to engage in activities that would rejuvenate both my energy and spirit, whether this be through the impressive landscapes of Mongolia or a pages-long canvas of a good book. These moments of disconnect are not just breaks but vital elements that fuel my leadership.
Is work-life balance achievable for CEOs and other top-level leaders? How do you make time for friends and family/hobbies/self-care?
For anyone in a leadership position, work-life balance is a big challenge. But I know that it can be done with intention and discipline. It's all about daily conscientious decisions that bring about effective time management in priority and allocation. So, this is organised in a way that features quality time with family, hobbies that would be enjoyed in leisure time, and measures for self-care such as meditation and yoga. It means showing up, be it in a strategic meeting or taking my loved ones through a quality moment. With this approach, I will be in a position to keep and maintain my well-being and that of other people in order to be capable of making decisions in sound mind as a leader with empathy and clarity.
See also: Thriving at the Top with Harshika Patel, J.P. Morgan
Many CEOs feel the pressure to be constantly available and connected. How do you set boundaries? What routines or habits do you have that help you disconnect from work?
Setting boundaries in an ever-on culture is necessary if leadership is to be sustainable. I do this by indicating clearly to my team when I am available or not, and through setting up systems that help to smooth the running of the organisation during my absence. I normally practice digital detox, especially over the weekends when I fully cut off from work. This gives me room to stay in reflective practices—nature and other hobbies like reading and hiking that rejuvenate. These habits not only get me away but serve to recharge me with new perspectives and insights to bring back to my work.
Continuous learning and personal growth are vital for sustainable leadership. What are some ways you invest in your own development amidst your busy schedule?
I am a lifelong learner, always seeking new knowledge and perspectives to enhance my leadership. I try to make time to attend programmes in leadership from places such as Harvard Business School, and read a lot of non-fiction and literature on new insights in human behaviour, economics and sustainable practices. I also try to learn informally from industrial forums, where I engage my colleagues in discussions that can make me think differently or change the way I am doing things, hence bringing in new ideas and innovations.
Are there any resources that have been helpful to you in your role as a CEO that you would recommend?
I helped to form my attitude towards leadership from many sources. Books including The Infinite Game by Simon Sinek and Dare to Lead by Brené Brown helped with knowledge about how leaders can do better at inspiring and being vulnerable in the vision.
I also highly recommend listening to podcasts such as How I Built This, which share stories of resilience and creativity that somehow always inspire me.
See also: Citizens of Humanity's Amy Williams on finding a career you love, and the constant quest for balance
Are there any tips you can share for managing the stress that often accompanies a CEO role and maintaining a positive mindset?
The strategy I follow is to indulge in regular physical activity for managing stress, and practicing gratitude to keep me grounded and focused on everything in a positive frame.
This is also wherein lies the power of a very strong network of support. Sharing challenges and stories of success with trusted peers can be relieving and very insightful.
Are there any bad habits with regard to your work that you have identified and would like to or are in the process of trying to change?
Like many leaders, I’ve occasionally fallen into the trap of overcommitting my time, trying to be involved in every aspect of the business. I have also worked through trusting my team and delegating work effectively, as I understand that empowering others does not only help me in getting my work done better but aids in their growth and job satisfaction.
What advice, key practices or principles would you share to ensure CEOs lead in a sustainable manner?
To lead sustainably, CEOs should put to work the principle of 'Leadership as Stewardship': the idea that we are caregivers for our organisations and our planet. It's about making decisions and taking actions that focus on the long-term wellbeing over short-term benefits, actively seeking to minimise the impact on our environmental footprint while fostering a culture of inclusiveness and respect through open communication, ethical practices, and dedication to constant improvement. Last but not least, every leader should be advised to remain humble and open to learning: from their team, from their mistakes, from the changing world around them.
About
Rachel Duffell is regional content director for Power & Purpose, including Front & Female, and former regional content director for Tatler Dining. She is a journalist and editor who has been covering people, gender, impact, leadership, culture and lifestyle for more than 15 years.
