Leadership Innovators

Author: Paul Corke

  • Redefining Leadership: How Should Organisations Develop Leaders?

    Redefining Leadership: How Should Organisations Develop Leaders?

    “Leaders create culture. Culture drives behaviour. Behaviour produces results.”
    – Edgar Schein

    In today’s fast-changing world, where disruption and uncertainty are the norm, organisations face the challenge of maintaining or enhancing employee engagement. The impact of the pandemic, digital transformation, and evolving work models have only amplified this need. At the heart of this challenge lies one crucial factor—leadership.

    Who Creates Organisational Culture?

    Leaders shape culture. They set the tone, influence behaviours, and drive employee engagement. However, if leaders are not equipped with the right mindset, skills, and understanding of leadership, they risk making critical mistakes. Without proper guidance, they may default to leadership styles influenced by their own past experiences—whether good or bad.

    When leadership development is inadequate, leaders may resort to:

    • Micromanagement—stifling creativity and autonomy.
    • Coercion—misusing power to enforce compliance.
    • Organisational conditioning—reinforcing outdated or dysfunctional norms.

    The result? A disengaged workforce, poor decision-making, and ultimately, diminished business performance.

    The Cost of Poor Leadership

    A 2019 ADP study involving over 10,000 professionals revealed that 23% of employees cited poor management as a drain on productivity. Additionally, Gallup research shows that 1 in 2 employees leave their jobs due to their manager. These statistics highlight the direct correlation between leadership effectiveness and employee retention.

    Furthermore, research from the Global Leadership Forecast found that only 14% of companies feel they have a strong leadership pipeline. Many organisations are unprepared for the challenges posed by digital transformation and disruption, requiring leaders to adapt rapidly.

    To address this, three critical cultural shifts are needed:

    1. Data-driven decision-making—leaders must rely on analytics, not just intuition.
    2. Diverse perspectives—integrating multiple viewpoints fosters innovation.
    3. Embracing failure—leaders must encourage experimentation to drive progress.

    Yet, many organisations take a “do-it-yourself” approach to leadership development, offering training but failing to provide personalised, immersive experiences. Leaders need more than just learning modules—they require mentorship, real-world exposure, and ongoing development.

    Case Study: Unilever’s Purpose-Driven Leadership

    Unilever, one of the UK’s most recognisable multinational companies, has embedded purpose-driven leadership at its core. Under the leadership of former CEO Paul Polman, the company transformed its leadership philosophy to focus on:

    • Sustainability as a leadership principle—aligning business success with environmental and social impact.
    • Empowering leaders at all levels—giving managers autonomy to drive change.
    • A growth mindset—encouraging leaders to embrace continuous learning.

    Unilever’s Leadership Development Programme includes immersive experiences where leaders tackle real-world challenges, learn from external mentors, and engage in purpose-driven decision-making. This investment in leadership has resulted in high employee engagement, stronger financial performance, and a positive corporate reputation.

    The case of Unilever highlights how defining a clear leadership philosophy and embedding it within the organisation leads to long-term success.

    Rethinking Leadership Development

    Developing leaders is not about offering one-size-fits-all training programmes. It’s about building a responsive leadership development —a framework that:

    • Defines what good leadership looks like within your organisation.
    • Embeds leadership principles into daily operations.
    • Provides leaders with structured, responsive development opportunities.

    Organisations must also prioritise emotional intelligence (EQ) in leadership. Research shows that leaders who demonstrate empathy, trust, and psychological safety significantly boost employee engagement.

    Case Study: Airbnb’s Focus on Trust-Based Leadership

    During the pandemic, Airbnb’s leadership, led by CEO Brian Chesky, prioritised transparency and trust. When faced with mass redundancies, the company took an empathetic approach:

    • Employees received severance, extended healthcare, and job placement support.
    • Leaders communicated openly about challenges and decisions.
    • The organisation maintained its values, ensuring a strong cultural foundation.

    As a result, Airbnb not only survived the crisis but emerged stronger, with employees and customers deeply loyal to its mission.

    Is Your Leadership Strategy Effective?

    If your organisation struggles with disengagement, resistance to change, or outdated leadership behaviours, it’s time to redefine leadership. Ask yourself:
    ✔ Have we clearly defined what great leadership looks like?
    ✔ Are we providing leaders with ongoing and personalised development?
    ✔ Do our leaders balance human connection with performance expectations?

    Organisations who want to navigate the constant change and ambiguity require strong leadership to navigate disruption. Defining leadership, embedding its principles, and offering responsive development is key to long-term success.

    The Future of Leadership Development

    To truly redefine success, organisations must invest in leadership as a continuous journey, not a one-time event. By shaping leadership at every level, businesses can create cultures that adapt, innovate, and thrive.

    Redefine leadership. Redefine success. Shape the future.

  • Redefining Leadership for a New Era

    Redefining Leadership for a New Era

    There has never been a more critical time to develop leaders who can navigate the demands of uncertainty, change, and ambiguity that define the modern workplace. Leadership is more than just a title; it is a responsibility to drive organisations forward with vision, integrity, and adaptability. Organisations have a moral obligation to cultivate leaders who embody these principles and meet the evolving needs of employees, stakeholders, and society at large.

    Authentic Leadership: Acting with Integrity

    Throughout history, leadership has often been associated with hierarchical structures and power dynamics. However, in the past 50 years, leadership theories have evolved significantly, shifting towards people-centric models that emphasise authenticity, emotional intelligence, and servant leadership. Authentic leaders—those who act with integrity, transparency, and a commitment to their teams—are now more essential than ever.

    Consider the case of Satya Nadella, CEO of Microsoft, who transformed the company’s culture by fostering empathy, continuous learning, and innovation. Under his leadership, Microsoft moved away from a rigid, bureaucratic structure to one that embraces collaboration and agility. His approach has not only revitalised Microsoft’s workforce but has also positioned the company as a leader in cloud computing and artificial intelligence.

    The Changing Landscape of Leadership

    The world is evolving at an unprecedented pace. The COVID-19 pandemic disrupted traditional business models, forcing leaders to adapt rapidly. What once guaranteed success is no longer sufficient. Leaders now face continuous disruption driven by:

    • Technological advancements (AI, automation, digital transformation)
    • Changing employee expectations (flexible work, purpose-driven culture, work-life balance)
    • The lasting effects of the pandemic (hybrid work models, economic shifts, mental health challenges)

    Organisations must take a step back and rethink their leadership frameworks. Leaders must be equipped not only to drive business outcomes but also to shape workplace culture and inspire their teams through uncertain times. Leadership is now deeply intertwined with employee engagement, organizational culture, and long-term profitability.

    Building Leadership for the Future

    “Ensuring leadership is defined and the right leadership framework is in place has never been more important as we prepare for the future.”

    Before developing leaders, organisations must consider seven critical factors that enhance leadership effectiveness, especially in times of uncertainty:

    1. What type of leadership is best? – Transformational, servant, adaptive, or another model?
    2. How should leaders lead? – Through empathy, collaboration, or innovation?
    3. How do you develop a leader’s mindset? – Growth mindset, resilience, and self-awareness.
    4. How do you build a leadership culture? – Embedding leadership values into every level of the organization.
    5. The mindset of an organisation – Moving from fixed to growth-oriented structures or is it more than that?
    6. Horizontal & vertical leadership development – Balancing technical expertise with emotional intelligence.
    7. Understanding the challenges organisations face – Identifying and addressing systemic barriers to leadership success.

    Leadership in Crisis: Lessons from Success and Failure

    Organisations that thrived during the pandemic did so because of strong, adaptable leadership. For instance, Zoom, a relatively niche video conferencing company pre-pandemic, saw exponential growth due to its ability to scale rapidly while maintaining a customer-centric approach. CEO Eric Yuan led with transparency, prioritiding security upgrades and customer feedback to sustain trust.

    Conversely, organisations that failed to adapt faced significant challenges. The reluctance of traditional retail giants like JCPenney to embrace e-commerce led to their decline, illustrating the dangers of leadership inertia.

    The Future of Leadership: A Paradigm Shift

    Leadership is no longer just about why we lead but also what, how, where, and for whom. The shift to remote and hybrid work models requires new strategies for communication, engagement, and performance management. Leaders must develop new competencies, such as:

    • Remote leadership skills – Managing distributed teams effectively.
    • Data-driven decision-making – Leveraging analytics for strategic insights.
    • Emotional intelligence – Supporting mental well-being and fostering inclusion.

    Looking Ahead: A Leadership Redefinition Series

    Over the coming weeks, I will share a series of short articles that explore how we can redefine leadership to thrive in this new era. Topics will include:

    • The role of emotional intelligence in leadership
    • Strategies for fostering a resilient workplace culture
    • The impact of digital transformation on leadership
    • The future of leadership development programs

    In closing, remember:

    “People who believe they can succeed see opportunities where others see threats.” ― Marshall Goldsmith

    As we redefine leadership, let us embrace the challenges ahead with courage, adaptability, and a commitment to continuous growth.

  • The Future of Leadership: Embracing Change and Authenticity

    The Future of Leadership: Embracing Change and Authenticity

    Leadership today is more complex and dynamic than ever before. The rapid evolution of organisational structures, the influence of external and internal factors, and the fast-paced nature of work demand resilience, adaptability, and sound decision-making from leaders. Whether in a corporate hierarchy, entrepreneurial ventures, or informal leadership roles, effective leadership requires a deep understanding of people, processes, and the ever-changing business landscape.

    Leaders must navigate an environment filled with competing priorities, regulatory demands, and the expectations of their teams. The sheer pace of change can create blind spots, making it challenging to maintain clarity and consistency. However, in uncertain times—such as during a global pandemic—employees look to their leaders for stability and confidence. When certainty is impossible, consistency in behavior and mindset becomes essential. True leadership is not about falling back into a default position but about actively embodying leadership through role modelling, authenticity, and a genuine commitment to supporting others.

    Four Key Leadership Behaviors That Drive Results

    According to research by McKinsey & Co., four key leadership behaviors contribute to 90% of workplace success in their article Decoding leadership: What really matters…

    1. Be Supportive
    2. Operate with Strong Results Orientation
    3. Seek Different Perspectives
    4. Solve Problems Effectively

    This study, which surveyed 189,000 individuals across 81 organisations, highlighted the significant impact of these behaviours. But this research was conducted over 10 years ago now with drastic changes taking place from the pandemic to the new AI era since then so what are the demands of future leaders going to be?

    Navigating Change and Complexity

    The future of leadership will involve increased demands on time, heightened multitasking, the rise of gig leadership, and the integration of AI and other technological advancements. Despite these challenges, leaders still have the same 24 hours in a day. Success will depend on the ability to cut through complexity and establish effective habits.

    Adapting to continuous change is now a fundamental requirement. Leaders must balance personal effectiveness with the ability to harness technology and people to collaborate efficiently. Leadership is not just about decision-making but also about facilitating collective success.

    Leadership Purpose

    At the core of effective leadership is a passion for leading and a deep-seated desire to help others. As Simon Sinek wisely states:

    “When we help ourselves, we find moments of happiness. When we help others, we find lasting fulfillment.”

    People are drawn to leaders not because of what they do but because of why they do it. A leader’s purpose is evident in their actions—elevating their team when things go well and standing firm when challenges arise. Leadership should remain human-centered, even in an era of increasing reliance on technology and processes.

    However, many leaders and managers fail to get this right. Have you ever left a job due to a micro-managing boss or a leader whose values conflicted with yours?

    Dysfunctional Leadership

    Dysfunctional leadership arises when personal ambition overshadows the responsibility of leading for the greater good. A prime example is political leaders who shift allegiances for personal gain rather than standing by the principles that first led them into politics. Self-serving leadership undermines trust and progress, reinforcing outdated, authoritarian styles instead of embracing forward-thinking, purpose-driven leadership.

    That said, there are still many leaders with positive intentions striving to navigate today’s volatile work environment. With the pandemic reshaping how businesses operate, leadership must evolve accordingly.

    Case Study: Satya Nadella’s Transformational Leadership at Microsoft

    One of the most notable examples of transformational leadership is Satya Nadella’s tenure as CEO of Microsoft. When he took over in 2014, the company was struggling with internal silos and stagnation. Nadella introduced a culture of empathy, innovation, and continuous learning, shifting Microsoft’s mindset from “know-it-all” to “learn-it-all.”

    His focus on inclusivity, trust, and purpose not only revitalized Microsoft but also led to immense financial and operational success. This case demonstrates the power of purpose-driven, people-centered leadership in a constantly evolving business landscape.

    Thinking Like a Leader in a Changing World

    To lead effectively through change, leaders must have a clear sense of purpose and adopt a mindset that fosters integrity, respect, and innovation. As outlined by leadership specialists Korn Ferry, successful leaders today require Agency, Authenticity, and Agility.

    To thrive in this ever-changing world, leaders must develop five essential mindsets:

    1. Purpose-Led Leadership

    Leadership should be driven by purpose, connecting to a greater mission within the organisation and beyond. True leadership is about adding value to others, inspiring positive change, and fostering leadership within the team.

    “Leadership is not about rank or title: It is a choice. It’s a choice to provide care and protection for those of whom we are responsible.” – Simon Sinek

    Question: Does your leadership role align with your values and allow you to make a meaningful impact?

    2. Empowerment & Inclusivity

    Empowering employees through trust, autonomy, and support fosters engagement and innovation. Leaders who treat their team as capable, responsible individuals will see stronger performance and morale. Creating psychological safety for all employees to feel free to speak their minds, share ideas and be allowed to fail fast will be key. As CEO of PepsiCo, Indra Nooyi championed diversity and inclusivity, ensuring that her leadership team included people with varied backgrounds and perspectives. She actively sought feedback from employees at all levels and emphasized understanding consumer needs in different global markets. This approach helped PepsiCo expand its product portfolio to include healthier options, addressing evolving consumer preferences. Nooyi’s leadership showcases the importance of embracing diverse viewpoints to drive innovation and growth.

    Question: How do you empower your team to take ownership and lead in their own right and include others perspectives?

    3. Authenticity

    Authentic leaders build trust by demonstrating genuine interest in their people, acting with integrity, and respecting diverse perspectives. It was Lou Holtz, former American football player, coach, and analyst who explained to build great relationships as a leader you need to demonstrate you care, that you are committed to your peoples agenda and that you can be trusted. This in itself is a test for every relationship you have because if you can answer yes to all three then you have a great relationship. What is it built upon? Genuine interest in helping others rather than manipulation or duplicity. People can tell whether you are an authentic leader…why? Because they can feel it. Leaders who demonstrate vulnerability and human centred leadership will be trusted and believed.

    Question: Do you consistently show that you care, that you are committed to your people, and that you can be trusted?

    4. Learning Agility

    Leaders must adopt a growth mindset, remain open to new ideas, and continuously evolve. Rigid adherence to “how things have always been done” is a barrier to success in a world that demands adaptability. The attitude of looking to continually learn and improve along with being focused on the objective is a clear road map for success. As Ben Hunt Davis, the British Olympic Rower, explains in his book, ‘Will It Make The Boat Go Faster’, the UK rowing team were not the best team, however they applied a growth mindset to one very clear objective, ‘how to make the boat go faster’. If it made the boat go faster they used the idea but if it didn’t then they didn’t waste their energy. Focusing on this as a team led to Olympic Gold in Sydney 2000 through learning agility with a clear purpose. 

    Question: How willing are you to learn, adapt, and refine your approach based on new insights?

    5. Strategic Risk-Taking and Innovation

    Forward-thinking leaders challenge the status quo, ask “why?” and “what if?” questions, and embrace calculated risks. They foster a culture of innovation by facilitating diverse ideas and leveraging data-driven insights. Elon Musk is known for setting ambitious goals, risk taking and pushing his teams to achieve groundbreaking results. His leadership at Tesla and SpaceX has been defined by a strong results orientation, emphasizing rapid innovation, efficiency, and high performance. While his demanding approach has been controversial, it has led to significant technological advancements, including reusable rockets and market-leading electric vehicles. Musk’s leadership highlights the impact of a results-driven mindset in achieving industry-changing outcomes.

    Question: How are you fostering innovation and strategic thinking within your team?

    The Burning Platform

    Authentic, empowering, and values-driven leadership is more critical than ever. Leaders must resist conformity and remain true to their values while embracing continuous growth and adaptation. Success hinges on fostering a shared understanding of what effective leadership looks like and pushing boundaries to drive progress.

    What’s Next?

    Adopting a leader’s mindset starts with:

    • Reflecting on your purpose and values.
    • Developing habits that support authenticity, learning, and empowerment.
    • Challenging yourself to think strategically and innovate.
    • Leading with integrity and resilience in a changing world.

    The future of leadership is in your hands. How will you shape it?

  • The Rise of AI: Leadership in a Super Machine-Powered Society

    The Rise of AI: Leadership in a Super Machine-Powered Society

    We are rapidly approaching an era of ‘future shock’—a time of unprecedented and accelerated change that will profoundly impact individuals and entire societies. The term ‘future shock’ refers to the psychological state induced by overwhelming technological, economic, and social transformations, leading to information overload, stress, and disorientation. This concept was first introduced by futurists Alvin and Heidi Toffler in their 1970 book Future Shock, in which they argued that society was transitioning from an industrial economy to a “super-industrial society.”

    Fast forward to today, and we find ourselves on the precipice of a future more volatile than ever. The pace of technological advancement, compounded by the long-term societal effects of the COVID-19 pandemic, is accelerating at an exponential rate. While humanity has demonstrated remarkable adaptability throughout history, significant change requires time for proper adjustment. The concern now is whether entire sectors of society will be displaced, disoriented, and ultimately ‘future shocked’ as artificial intelligence, automation, and robotics redefine the workforce. In essence, we are not merely moving towards a super-industrial society—we are transitioning into a “super machine-powered society.”

    For the first time in human history, the next 50 years are unpredictable. What we do know is that technology, alongside bioengineering and artificial intelligence, will play a defining role in shaping our future. But will these developments serve the greater good of humanity and leadership? Only time will tell as we stand at the edge of a revolution poised to change our species forever.

    The Power Struggle: Data and Decision-Making

    When we consider the most valuable resources of our era, we traditionally think of land, machinery, corporations, and natural assets. However, the modern struggle for power is shifting towards cyber warfare and data monopolisation. The future will belong to those who control and leverage data to shape society. As AI-driven decision-making systems become more sophisticated, we may find ourselves making fewer choices, with our data being used to anticipate our needs and preferences better than we can ourselves. This raises an urgent question: how do we navigate a world where future shock has already begun?

    Adaptation: The Key to Survival

    As organisations become more agile, so too must individuals. What guarantees success today will not necessarily ensure success tomorrow. Survival will favour those who proactively adapt to change and stay ahead of the curve. The late Stephen R. Covey emphasised the importance of continuous learning in his 7 Habits of Highly Effective People, particularly in his final habit: “Sharpen the Saw.” To thrive, we must embrace a growth mindset—remaining open to challenges, learning from failure, and consistently developing new skills. More importantly, we must anticipate future trends and take action now to remain relevant. Those who fail to do so risk becoming casualties of the ‘Zoom revolution’—a metaphor for the sweeping digital transformation already in motion.

    The Future of Leadership in an AI-Driven World

    Looking ahead, we must consider the implications of leadership when traditional hierarchical structures dissolve. What happens when AI runs organisations, rendering human management obsolete? Imagine a ‘hive’ society akin to how ants or bees operate—where workers fulfil their roles under the watchful eye of an omnipresent AI, which continuously evolves through new upgrades. In such a world, AI would seamlessly lead and manage human, cyborg, and robotic employees with a level of efficiency beyond human capability. Whether humans will retain any control over AI in this future remains to be seen.

    Real-Life Case Study: AI in Amazon Warehouses

    A prime example of AI-driven leadership reshaping the workforce is Amazon’s extensive use of artificial intelligence in its fulfilment centres. Amazon employs AI-powered robots, predictive analytics, and machine learning algorithms to manage inventory, optimise logistics, and enhance operational efficiency. Human workers are increasingly being supervised by AI systems that allocate tasks, track productivity, and make real-time adjustments based on workflow demands. While this has resulted in unprecedented efficiency and speed, it has also sparked debates about job displacement, worker treatment, and the role of human oversight in AI-driven environments. Amazon’s case provides a glimpse into the future of work, where AI does not merely assist but actively leads and manages large-scale operations.

    Rethinking Leadership and Intelligence

    If AI surpasses human intelligence, we must reconsider what it means to be human—and conversely, what it means to be artificial intelligence. As AI continues to develop, it will likely make decisions based on superior algorithms designed to optimise outcomes, but these decisions may not always align with human values. One certainty, however, is that AI will flatten traditional organisational structures simply because it has the capability to do so. In this future, every individual—human or otherwise—will answer to AI as the ultimate authority.

    Given this trajectory, should we not begin transitioning to AI-supported leadership models now? It is likely that forward-thinking fintech companies and innovators are already developing software that could eliminate the need for hierarchical management. If leadership becomes an AI-driven function, where does that leave today’s managers and leaders?

    The Call to Action

    As we move into an AI-dominated future, we must rethink our roles, develop new skills, and cultivate adaptability. Leadership will not disappear, but it will evolve. Those who anticipate these changes and position themselves accordingly will shape the next era of human-AI collaboration. The future belongs to those who are prepared—are we ready?

  • Embracing Future-Ready Leadership Development

    Embracing Future-Ready Leadership Development

    The future is evolving at an unprecedented pace, and while we can make predictions, the reality is that adaptability and innovation will be key to success. Some forecasts are conservative, such as the continued development of self-driving cars, while others are more visionary, like Jeff Bezos’ belief that humanity will one day live in space, making Earth a holiday destination. Regardless of these predictions, one certainty remains: organisations will continue investing billions in leadership development. Given the vast sums spent to date, one might assume we have perfected the process—but as we know, learning, capability-building, and leadership development are continuous journeys.

    The Digital Era of Leadership Development

    A prevailing trend suggests that digital technology is the ultimate solution for leadership development. Organisations believe that by implementing cutting-edge learning management systems (LMS) and AI-driven learning platforms, they have effectively addressed leadership growth. Employees now have access to extensive content libraries, AI-curated recommendations, and self-paced learning tools, creating an illusion of a ‘ticked box’ for leadership development.

    However, while technology provides remarkable opportunities for self-driven learning, it is not a standalone solution. Leadership development is not simply about access to knowledge; it requires engagement, real-world application, and continuous interaction. The belief that AI-powered platforms can fully replace traditional learning approaches underestimates the complexity of leadership growth.

    In the 2024 State of Leadership Development Report by Harvard Business Publishing, 70% of employees expressed dissatisfaction with leadership development programmes, citing a lack of personalisation, strategic alignment, and meaningful engagement. Millennials and Gen Z, in particular, seek innovative, practical, and relevant learning experiences that align with business strategy rather than generic, one-size-fits-all models.

    Different Approaches to Leadership Development

    Leadership development strategies vary widely across organisations. Below are four distinct models of leadership development, each with its strengths and limitations:

    1. The Reactive Leadership Development (LD) Organisation

    In this model, leadership development is driven by immediate business needs rather than a structured strategy. Learning and development (L&D) initiatives emerge as responses to skill gaps, often leading to fragmented and short-term solutions. While reactive leadership development can address urgent challenges, it lacks long-term vision and integration with broader business goals.

    2. The Static Model LD Organisation

    Organisations following the static model have established leadership competency frameworks and structured development plans. Leaders receive predefined learning pathways based on performance reviews, and development opportunities are easily accessible through LMS platforms. While this approach provides clarity and accessibility, it can become rigid, failing to adapt quickly to evolving leadership demands.

    3. The Digital Model LD Organisation

    This model prioritises technology-driven leadership development. AI-driven platforms, microlearning, and self-service digital solutions dominate the landscape. Organisations in this category believe that leadership development should be an on-demand, digital-first experience, often reducing in-person interactions. While digital tools enhance accessibility and scalability, they risk overlooking the critical human elements of leadership growth, such as mentorship, coaching, and experiential learning.

    4. The Responsive Model LD Organisation

    The most effective organisations in 2025 adopt a responsive leadership development model, aligning leadership strategies with business objectives and company culture. This approach integrates multiple learning methods, including self-directed digital learning, experiential training, peer learning, and executive coaching.

    Key features of responsive leadership development include:

    • Continuous Learning: Leadership development is embedded in daily work, with learning experiences integrated into real-world business challenges.
    • Blended Learning Approaches: Combining digital learning with interactive workshops, executive mentorship, and external industry insights.
    • Strategic Alignment: Leadership programmes align with organisational culture, values, and long-term goals.
    • Real-Time Adaptability: Regular updates based on evolving business needs and leadership trends.

    Case Study: Responsive Leadership in Action

    A prime example of a responsive leadership development approach is Microsoft’s Growth Mindset Culture Initiative. In the early 2020s, Microsoft recognised that its leadership development needed to evolve beyond static competency models. The company implemented a blended learning strategy that combined AI-driven recommendations with real-world business challenges, mentorship programmes, and experiential learning.

    • Microsoft integrated reverse mentoring, where junior employees coached senior leaders on emerging trends.
    • Leadership training was delivered through business simulations and interactive problem-solving scenariosrather than passive content consumption.
    • The company ensured real-time adaptability, adjusting leadership programmes based on employee feedback and business strategy shifts.

    As a result, Microsoft saw a 20% increase in leadership engagement scores and a 15% improvement in leadership pipeline strength, demonstrating the power of responsive leadership development.

    Looking Ahead: The Future of Leadership Development

    As we move further into 2025, the question remains: Where does your organisation stand in its leadership development journey? Are you still operating reactively, or have you embraced a responsive, future-proof model?

    The most successful organisations will recognise that leadership development is not a checkbox but a strategic imperative. By investing in adaptive, personalised, and strategically aligned leadership development, businesses can cultivate leaders who drive innovation, resilience, and long-term success.

    So, where does your organisation stand? Is your leadership development approach preparing your leaders for the future?

  • Leadership Success Factors: Building Tomorrow’s Leaders

    Leadership Success Factors: Building Tomorrow’s Leaders

    “The function of leadership is to produce more leaders, not more followers.” 

    — Ralph Nader

    Are Leaders Born or Made?

    When we think about leadership, an age-old question arises: are leaders born, or are they made? Is leadership a product of nature or nurture? It’s easy to argue for both sides and then conclude that it is a combination of the two. Some individuals may indeed be more naturally inclined towards leadership due to their inherent traits.

    However, history and experience show that leaders can be made. Many who appear to be ‘born leaders’ are, in fact, shaped by their experiences rather than innate talent alone. While some people may have a more dominant behavioural style that inclines them towards leadership roles, this alone does not make a great leader. In today’s sophisticated and digitally connected world, true leadership is far more than just taking control—it’s about fostering an environment where people thrive. Leadership is now so finely balanced especially when we are living in the AI age where we are questioning what it means to be human.

    Leadership in a Human World

    Leadership should not be defined solely by a title but rather by actions, decisions, and role-modelling behaviours. Everyone has the potential to lead, and the way we conduct ourselves can set a positive or negative example. One of the most insightful quotes on leadership comes from Tom Peters: ‘True leaders don’t create followers; they create more leaders.’

    In the modern world, people no longer expect to be treated as subordinates or mere followers. Instead, they seek autonomy, creativity, and the opportunity to make a meaningful impact. They want to understand their purpose as leaders in their own right. As leaders, it is our role to facilitate this understanding, helping individuals grow both personally and professionally. It’s actually about taking a genuine interest.

    A common pitfall in leadership is treating people as mere tasks to be managed rather than as human beings with aspirations and emotions. Just as we project manage our work, we can mistakenly start ‘managing’ people in the same way. This is why defining what successful leadership looks like is so crucial. When leaders have a shared understanding of excellence, they can align their behaviours accordingly, it is about understanding ‘what good looks like‘.

    The fundamental point is that leadership can be defined and, therefore, designed. By establishing clear success factors that align with an organisation’s strategy, businesses can create a structured approach to leadership development, ensuring that leadership evolves in a purposeful way. This is about assessing the organisations past conditioning, current strategy and vision for the future.

    Competencies vs. Success Factors

    Many organisations already have competency frameworks in place, outlining the skills required for various roles. These frameworks typically include core competencies, functional competencies, and technical competencies, all of which help assess candidates and manage performance. According to the CIPD, 60% of employers implement competency frameworks within their organisations.

    However, as businesses move away from rigid performance ratings towards a more holistic approach focused on value, career conversations, and personal growth, the relevance of traditional competencies is shifting. With the rise of gig leadership and rapid changes in job roles, competencies alone may not be sufficient to guide future leadership development and can become quickly outdated.

    Traditional 360-degree feedback tools have also historically focused on competency assessment, often with a ‘fixing weaknesses’ mindset. This can be demotivating for leaders, especially when the focus is solely on areas for improvement rather than strengths. A strengths-based approach, on the other hand, not only enhances engagement but also encourages employees to leverage their natural abilities.

    While competencies help define job requirements and organisational structures, they may not always inspire people to reach their full potential. This is where leadership success factors become invaluable. Unlike competencies, success factors are rooted in real-world leadership experiences and behaviours that drive success. They provide a more relatable and aspirational benchmark for leadership excellence.

    The Power of Success Factors

    When people identify with success stories, they are more likely to adopt the behaviours that drive achievement. Consider examples from the world of sports: Tiger Woods’ resilience in overcoming injury to win another Masters title, Novak Djokovic’s unwavering self-belief to achieve 24 Majors surpassing the brilliance of Federer and Nadal, or the extraordinary comeback of Liverpool in the Champions League Final in 2005 when not giving up. These sports people exemplify the key attributes of success—belief, resilience, and determination that we can all relate to and understand.

    By analysing success, we can extract common leadership success factors such as aspiration, drive, and emotional intelligence. Unlike capability-based models, success factors create a universal language of leadership that resonates across industries and is easily understood by leaders.

    Case Study: Leadership in Action

    A multinational technology firm recently implemented a leadership success factor model to align leadership behaviours with strategic objectives. Over a five-year period, employee engagement rose by 45%, productivity increased by 30%, and leadership retention improved significantly. By clearly defining success factors such as adaptability, collaboration, and strategic vision, the company ensured that leaders across all levels understood what was expected of them.

    Additionally, a survey conducted by Deloitte found that organisations with a well-defined leadership framework were 60% more likely to outperform their competitors in terms of financial growth and innovation. These statistics highlight the direct impact of structured leadership development on business success.

    Building Future Leaders Today

    One organisation that implemented leadership success factors saw employee engagement increase by 40% over four years. This was achieved by aligning executive and leadership development with business strategy and ensuring that leaders clearly understood expectations. Leadership development was then structured around these success factors, creating a shared framework for growth.

    Importantly, leadership success factors are future-focused. In a world of constant change, organisations must define what great leadership will look like in the years to come—and start developing those qualities now.

    Establishing a strong leadership framework is essential for future-proofing an organisation. Leadership by design ensures that businesses do not simply react to challenges but proactively cultivate the leaders they need for tomorrow. While creating a leadership culture involves multiple dimensions, having a clear blueprint for leadership is the foundation of long-term success. With the right awareness and accountability, today’s leaders can shape the future of their businesses and drive sustainable growth.

    How are you building the leaders of tomorrow, today?

  • Evolving Leadership in the Age of AI

    Evolving Leadership in the Age of AI

    In describing leadership…

    Leadership is a set of mindsets and behaviours that aligns people in a collective direction, enables them to work together and accomplish shared goals, and helps them adjust to changing environments.

    How then has leadership evolved in this new age of being human?

    When we think about all the change in the world we have experienced in the last 20 years, and the advances in the fields of technology, AI and automation we are on the cusp of living in a new era: the AI Age, along with meeting the demands of future generations expectations in the workplace. But from a leadership perspective this will be the time for human centred leadership.

    And when we think of all the change that has happened and is happening round us has leadership evolved at the same pace? What is leadership now? Has it kept up with the advances in the world, the recent pandemic, the onset of AI and developed across global organisations? Are the same leadership qualities required?

    Eddie Obeng describes in the ‘World after Midnight’ at some point around 15-20 years ago there has been a reset point (Midnight) where the rate of human learning is no longer keeping up with technological change. So is leadership part of this or has leadership evolved in the last 20 years?

    When we go back in time to the industrial era we would have seen in general coercive command and control leadership which developed slowly over time to develop a boss worker relationship. This became more progressive with the advent of office working and the discovery of emotional intelligence. EQ brought a new wave of thinking about leadership. The situational leadership model described the way a leader should use different styles dependent upon the situation in simple terms along a spectrum from directive to coaching. Then the advent of the coaching revolution to empower people along with the use of psychometrics was the spark to develop a leaders self-awareness aligned to EQ. More recently in an excellent article by Korn Ferry called the Third Wave the shift has been moving to one of Agency, Authenticity and Agility. And there has been some amazing strategic and innovative leadership especially in the big tech companies like Apple, Amazon and Facebook to name a few but when we look at political leadership have we gone backwards in time? 

    Recently I read an article on Leadership in the Future where the writer was challenged on where they currently see leadership. The challenger’s point was “I’m not sure what industries you have been working in but I’m still seeing hierarchical, political, command and control leadership across the organisations I partner with.”  

    The Spectrum of Leadership

    I guess in some respects we could create a spectrum of leadership and then place organisations across the spectrum as to where their leadership is right now. But then in any business there will be pockets of leaders who inspire, empower and motivate when others use coercive control and power. In a recent Gallup study it is claimed that 50% of employees are not engaged and 25% are disengaged so this in itself provides possible evidence that Leadership is not keeping up with new generational demands of our current workforce. Although I do appreciate there are many factors that can lead to employee dissatisfaction but what we do know is that most people will become disengaged and leave their job due to their manager. I’m pretty sure that if you have an employee survey that each year there will be leadership actions and development that comes from the survey if your workforce feel they can freely speak their mind. Do they have psychological safety?

    In any medium to large organisation there will be an inertia and level of organisational conditioning which means there will be certain expectations of how to lead in the organisation. These expectations at times become so deeply embedded in the leaders subconscious so much so that no-one has actually made the rule people but believe there to be a rule they need to follow. No one challenges the rule and everyone continues to conform. Action or lack of action is then in direct proportion to conditioning. The senior leadership team role model either exemplary or dysfunctional behaviours which shape the company culture and the by product is the need to lead and manage in the same way to conform to acceptable standards. We are creatures of habit and comfort so rather than choosing to swim upstream most will conform and not challenge dysfunctional behaviours or the culture. 

    Leaders can at times treat their people like children instead of adults and although they know they should not do this if the rules of work state something different they can execute this against what would be their own personal beliefs. Power and conformity overcomes common sense. Organisational conditioning takes a hold when leaders are not willing to challenge the norm. At a higher level in some board rooms the Exec’s play out a power struggle and some may display more dysfunctional behaviour than the people they have working for them. Sometimes the badge of hierarchy dictates when it should listen. So has leadership progressed now we live in a digital world?

    Assessing your Organisations on the Leadership Spectrum

    If you were to rate your organisation on the spectrum of leadership where would it be…

    1.0 Leaders are in control and dictate (Hierarchical command and control Leadership).

    2.0 Leaders transact with their people (Transactional leadership – I give you something i.e. incentive and you give me something in return).

    3.0 Leaders inspire and create followers (Transformational leadership – people follow you because they are inspired and want to follow you).

    4.0 Leaders create leaders (Creational Leadership – Leaders give their people the confidence and autonomy to be the leader they are).

    5.0 Leaders empower their people to be the leader they choose to be (Autonomous Leadership – the starting point is people are leaders and have the freedom to lead with autonomy and ideas – it is better to seek forgiveness rather than permission is the set point).

    For the day and age that we live in the expectation would be we should be playing at the Transformational, Creational and Autonomous Leadership levels where employees are empowered and treated like leaders in their own right. If that is the case then your organisation is possibly keeping up with the rate of change in the world and will be ready to meet the expectations of the generations to come. Because generations in the future will be doing more sophisticated work as AI and automation takes over the manual processes their expectation set point will be to be treated as a leader and given freedom to express themselves. Work in the future is more likely to be episodic so one may move from one organisation to the next more frequently but one’s expectation will be to be treated as a leader not as an employee. Josh Bersin from Deloitte talked recently about how the employee and organisation relationship will completely change due to expectations of the generations to come and with impact like the recent pandemic completely changing the landscape. And HR faces an inflection point around becoming career and people focused as oppose to performance and company focused. But then I don’t want to move too far in to the future because this is about leadership now and understanding if it has evolved to keep up with the rate of change in the present.

    So what keeps leaders up at night? Lack of talent, the digital tech space, lack of critical skills, employees lack of digital experience, automation at work, the onset of AI and an aging workforce according to Mercer’s Global Talent Trends so we have to accept that leadership is far more complex than 20 years ago. Especially when leadership was probably face to face line management whereas in this day an age you are a leader as an individual contributor and when responsible for people remote leadership across the globe is now the expectation along with agile working practices. In Mercers trends 96% of executives are planning structural changes and unique human skills are most in demand i.e. innovation, digital competence, global mindset, data analysis, complex problem solving, change and inclusive leadership. We also now see a greater talent vacuum where desirable skills in specific niche areas are not readily available and organisations therefore embracing exponential learning to upskill, upgrade and provide development experiences to their employees.

    The requirements and expectations of a leader have definitely changed considerably in recent years, the landscape changed when we faced the burning platform that the pandemic created and now a new burning platform approaches with the onset of AI, but the question has to be ‘Are your leaders equipped and ready for the future? Are they capable? Do you have the right leadership support mechanisms in place to be able to support your leaders for now and in the future?’ 

    The future is changing everyday.

    So what are your thoughts on leadership now and has it evolved in the last 20 years?