Trust builds leaders, and resilience sustains them
WBJ: Looking back at your career, what was the turning point that accelerated your path to leadership?
Beata Karasińska: When I look back, I don’t see one single moment, but rather a few decisions that required courage and trust, both in myself and in others. One of the most defining moments was when I moved from a marketing role into sales leadership, despite having no prior experience in sales.
It was a bold and risky decision, not only for me, but also for my leader at the time. I remember the doubts very clearly, but I also remember the support I received and my determination to prove that growth often happens when we step outside what feels familiar. That experience taught me resilience, humility, and the value of asking for help when you don’t yet have all the answers.
Another equally important turning point was accepting an international assignment and relocating abroad with my children, while my husband remained in Poland to run his business. From a personal perspective, it was not an easy decision, but professionally, it gave me the international exposure that shaped me as a leader.
These experiences reinforced something I strongly believe in today: knowing what you want, being open to opportunities when they appear, and being kind to yourself during moments of uncertainty. Leadership is rarely a straight line. It is built through bold choices, support from others, and the willingness to grow through change.
Do you think that women benefit from other women advocating for them?
I truly believe that advocacy plays a meaningful role in professional growth, for women and men alike, but for women it can be particularly powerful. Throughout my career, I have experienced what it means when someone opens a door, creates space for your voice, or simply believes in your potential before you fully believe in it yourself. Those moments stay with you.
As a leader, I try to offer the same support to others. I have actively supported women in my teams by encouraging role changes, broader responsibilities, or horizontal moves that allowed them to develop new skills and confidence. At the same time, I believe that true support is not just about kindness. It is also about trust, challenge, and accountability.
What is most important for you as a mentor?
When I mentor people, I give responsibility early, I ask them to step into deeper water, and I expect them to grow through that experience. I always look first at competencies when making decisions, but I am very conscious of how important encouragement and visibility are, especially at critical moments in someone’s career.
What is your day-to-day management style? Do you think it would look different in another industry?
My leadership style is deeply rooted in authenticity. I believe in being present, engaged, and passionate about what I do, and I expect the same level of engagement from my teams. On a day-to-day basis, I focus on open and transparent communication, even when conversations are difficult. I prefer to speak directly, listen carefully, and look for solutions together. Trust is very important to me, but I also believe that trust needs to be built over time. In the beginning, I observe closely, and as confidence grows, I give more autonomy and authority.
I care deeply about people’s development and I stand by my teams, both in moments of success and in moments of failure. Accountability is essential, but so is learning. As my responsibilities expanded across Central and Eastern Europe, Middle East, and Africa, my style naturally evolved. I moved from being very hands-on to delegating more and empowering leaders around me. The principles remain the same: authenticity, trust, responsibility, but the way they are applied adapts to the scale and complexity of the role. I believe these values would remain consistent regardless of the industry, because they are fundamentally about people.
What does inclusive leadership mean to you?
For me, inclusive leadership starts with creating an atmosphere of trust and belonging, a space where everyone feels respected, valued, and comfortable speaking up, regardless of gender, age, experience, background, or location. I am very aware that bias is part of human nature, and while it is impossible to eliminate it completely, being conscious of it helps us make fairer decisions and act with greater intention.
How do these principles translate into day-to-day leadership?
In practice, this means inviting collaboration beyond the people we know best or see most often, and making sure that during meetings everyone has the opportunity to contribute, especially those who may not be the most vocal. Some of the most valuable ideas come from those who speak quietly or later. Inclusive leadership is also about fairness, giving equal access to opportunities and supporting career paths based on competence, and flexibility, understanding that each person has personal circumstances that shape how they work and grow. When people feel seen and heard as individuals, they are more engaged, more creative, and more willing to take responsibility. That is where strong teams and strong businesses are built.
Beata Karasińska is General Manager for Central and Eastern Europe, Middle East, and Africa at Baxter. She has over 25 years of experience in the medical industry, including leadership roles at global companies such as Sandoz, Bausch + Lomb, Amgen, and Abbott. She holds an MBA from Kozminski University and a medical degree from the Medical University of Warsaw. She is an advocate for diversity, equity, and inclusion and works to create development opportunities for women.
