Stephanie Ricci contributed to this story.
In an era that prizes boldness and constant visibility, Helen Antoniou offers a different view of leadership – one grounded in purpose, humility and long-term impact. As Chair of the Board of Governors at Concordia University and daughter-in-law of brewing icon Eric Molson, Antoniou has witnessed the kind of leadership that has guided one of North America’s oldest family businesses through seven generations.
Her perspective challenges conventional wisdom about what makes leaders effective, and her own professional journey – from corporate law to executive coaching – underscores how purpose often outweighs prestige in shaping a meaningful career.
The Pivot Point
Antoniou’s wake-up call came early in what looked like a promising legal career. After graduating from McGill Law School at just 21, she was rising through the ranks of a prestigious law firm, when reality hit.
“I found myself, at 25, pressing the button to the 54th floor of the CIBC tower downtown, thinking, ‘Oh my God, this is it. I’ve arrived. All that’s left is to become a partner in a few years.’ … I wasn’t inspired.”
That moment of disillusionment led her to Harvard’s Master of Public Health program, then to senior roles at Capgemini, Bombardier Aerospace, and the McGill University Health Centre. In each new role, she applied the same methodical, values-based approach:
“I’d start by defining the problem, gathering the facts, testing assumptions and seeking different points of view. Ultimately, what I was after was designing a fair and balanced solution — one that aligned both with the stakeholders’ interests and long-term goals of the enterprise without compromising on core values.”
This analytical mindset, combined with her passion for human development, ultimately led Antoniou to her true calling: executive coaching.
“I found deep purpose in creating space for reflection and growth – helping leaders move towards who they want to become, lead with clarity, and leave a legacy that lasts.”
The Introvert’s Advantage
In writing Back to Beer … and Hockey: The Story of Eric Molson, Antoniou gained rare insight into the kind of leadership that endures. Eric Molson, Chairman of what was then known as The Molson Companies from 1988 to 2010, guided the company back to its brewing roots after a period of diversification. He exemplifies what Jim Collins defines as a “Level 5 leader” — a blend of deep humility and unwavering resolve.
“Level 5 leaders aren’t loud or flamboyant,” Antoniou says. “They don’t need to dominate a room. What sets them apart is quiet strength –humility and unshakable determination. That’s what characterizes Jim Collins’ highest tier of leadership — and to me, it’s exactly what Eric embodies.”
In a culture that often equates leadership with visibility, Antoniou points to the power of observation.
“One thing that’s often overlooked about introverts is how sharp their powers of observation can be. Introverts don’t rush to speak. They notice – I mean, they really notice what’s going on. Eric had that gift— he didn’t just hear the words, he read the room. And when he did speak, people listened. Because he only spoke when it truly mattered.”
The Courage to Course-Correct
Perhaps the most defining moment of Eric Molson’s leadership was his decision to refocus the company on brewing after years of diversification. It was a move that required both conviction and courage.
“Eric eventually doubled down on what he believed in and steered the company in a direction that was aligned with his vision,” Antoniou explains. “That kind of course correction takes courage – especially when the stakes are high.”
This ability to challenge established direction in service of deeper values is, to Antoniou, the mark of authentic leadership: “It’s not about serving yourself. It’s about contributing to something larger and building something that lasts.”
Stewardship as Strategy
The Molson family’s longevity—seven generations and counting — is rooted not just in strategic decision-making, but in what Antoniou calls stewardship thinking. “When you see your role as contributing to something bigger than yourself, it frees you. You’re no longer driven by ego or fear – you’re driven by purpose.”
This mindset, she emphasizes, isn’t taught in boardrooms – it’s passed down through example.
“For Eric, stewardship isn’t just a concept — it’s a way of being. That’s what he passed on to his sons — not through lectures, but through the way he lives, the choices he makes, and the conversations we have around the dinner table.”
Lessons for the Next Generation
For today’s rising leaders, Antoniou encourages pausing amidst the noise – to choose intention over reaction.
“Young people today are bombarded — by options, opinions, , expectations. It’s easy to get swept up and react to everything. But sometimes the most powerful thing you can do is pause. That moment of stillness before you respond often gives you clarity and agency.”
She also challenges the pressure to have everything figured out early.
“I don’t believe you’re meant to have it all figured out by your 20s — or even by your mid-30s, for that matter. Discovering what matters to you, what energizes you, is part of the fun. If you treat each step as a learning experience, then every move you make becomes part of who you’re becoming.”
In a business world increasingly driven by purpose and sustainability, Antoniou’s observations about values-based leadership are strikingly relevant. Her own career – trading legal prestige for personal meaning – mirrors what many executives and professionals are now seeking.
As companies wrestle with questions of culture, retention and engagement, the Molson family’s enduring model offers an alternative: leadership rooted not in charisma or volume, but in conviction, humility and long-term vision.
The most powerful leadership, it turns out, might just be the kind that listens more than it speaks.