Massimo Brebbia CMgr FCMI is a senior executive in the offshore, marine, and energy services sector. Today, he holds a regional leadership role with responsibility across multiple countries, cultures, and disciplines. His career has been defined by rapid progression, yet it was a moment of deep self-reflection over a decade ago that truly shaped the leader he is today.

From doing to enabling

Early in his career, Massimo experienced a meteoric rise, earning three promotions in less than eighteen months. This culminated in his appointment as General Manager of a division within a global organization of 50,000 employees. On paper, it was the pinnacle of success; in reality, the pressure was overwhelming.

I reached a point where I had to pause and ask myself an uncomfortable question: am I actually a good manager, or am I simply moving fast in the wrong direction?

Massimo recalls. He struggled with the weight of expectation, believing a manager was supposed to have every answer. This led to a mix of exhaustion and what he now identifies as impostor syndrome.

The turning point came during a trip to Azerbaijan. Over dinner, a friend and CMI member noticed his doubts and offered a simple invitation: "I’m part of CMI. You should join the community".

A framework for strategic clarity

Becoming a Chartered Manager (CMgr) fundamentally shifted Massimo’s understanding of leadership. The most vital realisation was that a manager’s role isn't to provide every answer, but to create the conditions for others to find them.

That insight marked my transition from doing to enabling. From being the person in the room who felt responsible for everything, to being the person who creates the conditions for others to succeed.

He applied this mindset to high-pressure projects by deliberately stepping back from direct problem-solving. Instead, he focused on:

  • Framing questions clearly to guide the team’s focus.
  • Defining boundaries to ensure strategic alignment.
  • Encouraging ownership, allowing the team to propose and execute their own solutions.

The result was not just a better technical outcome, but a more resilient, confident, and accountable team.

Navigating complexity and culture

In his current regional role, Massimo manages teams representing more than 26 nationalities. In such a diverse environment, the Chartered Manager framework helps him navigate the tension between global corporate values and local cultural contexts.

By utilising CMI resources and peer discussions, Massimo developed a more mature approach to communication.

Communication must be essential, free from unnecessary jargon and emotional triggers. Every message is filtered through education, language, and cultural heritage. Removing those triggers makes communication clearer, harder to misinterpret, and ultimately more respectful.

The value of the Chartered community

For Massimo, one of the most significant benefits of CMI membership is the peer community. Senior leadership can often feel isolated, but the CMI network provides a space where leaders can share experiences and challenge assumptions.

Becoming Chartered has provided him with three key pillars of impact:

  • Clarity: the ability to see through noise and complexity
  • Confidence: grounded in reflection rather than ego
  • Perspective: understanding that leadership is a shared journey rather than a solitary one

A commitment to excellence

To Massimo, the CMgr post-nominals represent credibility with humility. It is not a 'badge of completion' to be hung on a wall, but a living standard of ethical leadership and continuous learning.

His advice to aspiring leaders in the Middle East and beyond is direct:

If you expect your people to operate at the highest standards, you should be willing to hold yourself to those same standards. Walk the talk, starting with yourself.

"Even today, as a senior executive, I do not see Chartered Manager status as something I completed. I see it as something I continue to live."