Senator Dr. Rasha Kelej, CEO Of Merck Foundation

Lasting change rarely comes from solving only the problem you can see. A leader must identify—and then work on—the many layers surrounding it. This is one of the most important leadership lessons I learned through creating Merck Foundation’s “More Than a Mother” movement. When we started this journey, the challenge was never simply a shortage of fertility specialists and embryologists.

I have often said that “excellence is a moving target.” But over the last few days, I have been reflecting on how differently this statement can be interpreted—and sometimes misunderstood. So I decided to explain more clearly what I mean. For me, continuous improvement means having the ambition to keep raising the standard.

I have never believed that improvement should begin only when something goes wrong. Excellence is a Moving Target. 

Throughout my leadership journey, I have continuously reviewed, refined and fine-tuned the way I work — my strategies, guidelines, processes, partnerships, communication and even my own leadership style.



Over the years, people—colleagues, partners, and members of the media—have sometimes asked me how to deal with envy and jealousy in the workplace and, more importantly, how to deal with it peacefully without allowing it to consume their energy, distract them from their purpose, or change the way they lead. My answer has become simpler with experience: accept that success attracts both admiration and resistance.

I have always loved fashion, and one of the things that fascinates me most about it is the art of layering. Over the years, I realized that I have built my leadership style in much the same way. Knowledge gave me a foundation. Experience gave me perspective. Observation gave me direction and wisdom. Cultural exposure gave me adaptability. Working with people gave me empathy.

Sometimes the most important leadership decision is not what you say YES to. It is what you have the courage to say NO to. Throughout my leadership journey across different countries, cultures, institutions and governments, I have learned that saying no is not a limitation of leadership. It can be one of its defining strengths. Especially when saying yes would be easier, more popular—or more politically convenient. Every yes has a cost: time, energy, resources and at...

Ignoring your mental hygiene ; the result is that we become busy without necessarily being effective. We become reactive instead of strategic, spending less time creating meaningful impact and more time managing our emotions, dealing with health problems, visiting doctors, struggling with low energy, and eventually counting the years—or even the days—until retirement.

Throughout my career, I have worked across different countries, cultures and fields—from health and education to media, music and film production, TV presenting, fashion design and operations management. I have often been asked how I learned to navigate areas where I had no formal training in many of these fields . My answer is simple: I observe.

Have you ever worked incredibly hard, done everything right, and still lost? Whether in business, leadership, or life, we all experience setbacks. Sometimes they happen because someone else performed better. Sometimes we make mistakes. And sometimes, despite our best efforts, the outcome simply feels unfair. What fascinates me is not the setback itself—but how people choose to respond to it.

One of the biggest leadership mistakes is believing that performance alone determines who should stay on your team. After years of leading my Global team across countries, cultures, and sectors, I have learned that great organizations are not built on performance alone. They are built on three qualities: - Performance - Loyalty - Character When all three exist together, teams thrive.