In my regular dialogues with CEOs focused on industries, journeys, and philosophies, my exchange with Jon Yaged, who leads Macmillan, was notable. Our discussion extended beyond books and publishing — it was about values, culture, and the vital role of business leaders during times of social tension.

While I anticipated his enthusiasm for literature, Jon’s openness about the difficulties Macmillan faces due to the banning of books was unexpected.

The issue of banning books may seem outdated, but as Jon conveyed, it is an increasing concern. Schools and libraries nationwide are being urged to withdraw books covering topics on race, gender, and identity. For Macmillan, one of America’s major publishing houses, this challenge transcends mere sales; it is both cultural and political. Jon emphasized that their duty is to publish what matters, rather than what’s comfortable, acknowledging the risks, particularly when schools, distributors, or local authorities resist.

We further explored the role of a CEO in the midst of cultural resistance. Jon avoids superficial gestures. He doesn’t create noise or overstate Macmillan’s values. Instead, his focus is on attentive listening, resolute stance, and collaborating with like-minded partners. This clear-cut approach was striking. Effective leadership isn’t always about loud confrontations; it can also mean quietly safeguarding spaces for open discussions, grounded in strong beliefs.

The conversation then shifted to AI’s implications on publishing. Jon’s view was practical: AI should optimize resources, enhance accessibility, and assist editors instead of replacing them. His stance wasn’t excessively optimistic or wary; he recognized AI as a tool warranting careful application. Despite being perceived as traditional, Macmillan seems to be advancing without losing its core editorial identity.

There’s a lesson here applicable to leaders across sectors. Jon manages a company positioned where culture, politics, and innovation intersect. His leadership is not driven by fear or distraction but by clarity. What’s the mission? Who do we serve? How can we evolve while staying true to our values? These are relevant inquiries for anyone, be it in publishing or leading a technology company.

What I took from this interview was a deeper understanding of how leadership and culture intersect. Jon Yaged isn’t trying to make a spectacle of Macmillan’s stance — he’s working to keep the lights on for writers and stories that matter. And in a time when polarization and noise dominate, that quiet resolve made a lasting impression.