Leadership Innovators

Category: Redefining Leadership

  • The Future of Leadership: Balancing Tech and Humanity

    The Future of Leadership: Balancing Tech and Humanity

    In an age where artificial intelligence (AI), robotics, and automation are reshaping every industry, one critical question emerges: What does it mean to be human in a digital world? As machines grow more capable and lifelike, the differentiator for future leaders will not be technological proficiency alone, but authentic humanity.

    The Rise of Digital and the Return to Humanity

    With the advent of generative AI, machine learning, and robotic process automation (RPA), businesses have unlocked new efficiencies. Yet, ironically, as technology advances, the premium placed on uniquely human traits—empathy, creativity, integrity—will skyrocket. This is especially true in leadership.

    Research by the World Economic Forum (2023) shows that while 85 million jobs may be displaced by machines, 97 million new roles will emerge that are more adapted to the new division of labor between humans, machines, and algorithms. Among the top skills required? Emotional intelligence, leadership, resilience, and originality.

    Recruitment in the Human Age: Assessing the Inner Self

    Future recruitment won’t just assess what candidates can do, but who they are. Advances in neuroscience and psychometrics are enabling deeper evaluation of personality, motivation, and values. For critical roles, companies may employ functional MRI (fMRI) scans to understand decision-making under stress, or AI-driven psychographic assessments to reveal hidden personality traits.

    Some defence and security agencies already use brain imaging in high-stakes recruitment to predict cognitive resilience and honesty. While controversial, this could soon become standard in private sectors like aviation, emergency services, and C-suite roles.

    If we compared a CV to a blueprint of a house, future assessments will examine the foundation—how stable it is under pressure, how flexible it is in a storm, and whether the lights stay on when things go wrong.

    The Human Touch in a Robotic World

    While robots can mimic speech, gestures, and even empathy to an extent, customer service and workplace collaboration often require genuine emotional nuance. A chatbot may answer FAQs, but resolving a complex complaint or navigating a delicate interpersonal issue requires lived human experience.

    Forrester Research (2024) found that while 70% of customers will use AI for basic inquiries, 63% still prefer human interaction for complex or emotionally sensitive issues. The ambiguous, often emotionally charged nature of human relationships simply cannot be hardcoded.

    Humanity as a Science

    As robots become more human-like—both in appearance and interaction—we will paradoxically need to study humanity with greater rigour. The next leadership frontier will go beyond Emotional Intelligence (EQ) into what some experts now call Human Intelligence (HI)—the integration of emotional, social, ethical, and even existential awareness.

    Collaboration Over Command

    The very nature of leadership is evolving. In the past, titles conferred power. In the future, influence will arise from one’s ability to inspire, unite, and navigate complexity. As organisations flatten and adapt, we will see a shift toward collaborative leadership models—what’s sometimes called “hive thinking”.

    At Haier, a Chinese multinational, the traditional hierarchical model has been replaced by “microenterprises”—autonomous units where leaders emerge based on contribution, not title. It’s a living model of distributed, human-centric leadership.

    The future leader is not a conductor standing in front of an orchestra—but a jazz musician, harmonising with others in real time, adapting to change, and leading from within.

    Humanity in a World of Risk

    As global risks like pandemics, climate crises, geopolitical unrest, and resource scarcity loom, leaders will need to widen their scope. Beyond profit and efficiency, leadership must consider impact, ethics, and resilience. The leaders of tomorrow must be equipped not only to guide businesses but to navigate humanity through uncertainty.

    During the COVID-19 pandemic, leaders who prioritised empathy, well-being, and communication outperformed those who focused solely on performance metrics. Companies like Microsoft and Unilever set the tone with employee-first responses, showcasing that human-centered leadership drives loyalty and long-term success.

    Conclusion: Being Human Is the New Competitive Advantage

    As digital infrastructure becomes the norm, staying human will be the new differentiator. The future belongs to leaders who can integrate technology with authentic connection, data with empathy, and innovation with meaning.

    In the words of futurist Gerd Leonhard:

    “We will automate the work, but not the humanity. That must be preserved—by design.”

  • The Rise of Collaborative Leadership in the Digital Age

    The Rise of Collaborative Leadership in the Digital Age

    The End of the ‘All-Knowing Leader’

    The age of the omniscient leader is drawing to a close. In its place is emerging a new paradigm—one in which leaders no longer need to have all the answers, but instead must excel at asking the right questions and fostering environments where collective intelligence thrives.

    For generations, education systems have conditioned us to search for the one “correct” answer. This emphasis on logic and accuracy, while valuable, has often come at the expense of creativity and imaginative thinking. In many organisations, this culture has been further reinforced: processes are optimised to find solutions quickly, mistakes are penalised, and conformity is often rewarded. As a result, challenging the status quo or offering alternative perspectives can feel risky and unwelcome.

    Yet, in the digital age, answers have become a commodity. With the internet and tools like Google at our fingertips, we can find factual responses to most queries in seconds. This shift makes the ability to pose insightful, thought-provoking questions—ones that go beyond the reach of search engines and artificial intelligence—far more valuable than simply knowing facts.

    Collaborative Leadership: The New Differentiator

    In the future, successful leaders will be defined not by what they know, but by how they think—their capacity to approach challenges differently, to ask meaningful questions, and to curate diverse perspectives at critical moments.

    Collaborative leaders will:

    • Recognise that they do not need to be the smartest person in the room.
    • Facilitate cross-functional dialogue, drawing on varied experiences and viewpoints.
    • Be skilled in hybrid and virtual facilitation, enabling inclusive conversations regardless of format.
    • Encourage psychological safety, where dissenting opinions are not only accepted but actively sought.

    This model of leadership aligns closely with the role of a change facilitator—someone who guides transformation not through directive control, but through the orchestration of collective effort and insight.

    Sir Clive Woodward and England’s Rugby World Cup Victory

    Sir Clive Woodward’s leadership of the England rugby team is a landmark example of collaborative leadership in elite sport. When he became head coach in 1997, Woodward inherited a traditionally hierarchical and conservative system. Rather than conform to established norms, he introduced a radically new approach—emphasising interdisciplinary collaboration, innovation, and player empowerment.

    Woodward surrounded himself with experts from outside rugby, including data analysts, sports psychologists, and business strategists. He created a learning environment in which players were expected to take ownership of their performance, contribute ideas, and challenge each other constructively.

    Perhaps most importantly, he built a culture of mutual trust and accountability, where leadership was distributed across the team. Senior players like Martin Johnson, Jonny Wilkinson, and Lawrence Dallaglio were empowered as on-field decision-makers.

    This collaborative model culminated in England’s historic victory at the 2003 Rugby World Cup—the first time a northern hemisphere team had won the tournament. Woodward’s legacy demonstrates how collective intelligence, when effectively harnessed, can outmatch individual brilliance.

    UK Ministry of Defence – Collaborative Command in Complex Environments

    The UK Ministry of Defence (MoD) has undergone a significant shift in leadership philosophy over the past two decades, moving away from rigid command structures towards more collaborative, adaptive models of leadership, particularly in complex, fast-evolving operational environments.

    Modern military operations, such as joint peacekeeping missions and cyber defence, often require real-time collaboration across multiple branches—Army, Navy, Royal Air Force—and with civilian agencies, international allies, and private contractors. In these contexts, a single individual cannot possess all the relevant expertise. Success depends on the leader’s ability to convene diverse specialists, foster trust across cultures and ranks, and delegate decision-making to those closest to the action.

    One example is the MoD’s Joint Forces Command, now Strategic Command, which has championed integrated thinking and multidisciplinary teams to respond more effectively to threats such as cyber warfare and hybrid conflicts. Commanders are increasingly trained to facilitate rather than dictate, bringing together intelligence, technology, diplomacy, and logistics into cohesive strategies.

    This evolution reflects the shift from hierarchical leadership to one that values coordination, emotional intelligence, and cross-functional insight—key traits of collaborative leaders in both military and civilian life.

    From Authority to Authenticity

    In this new era, credibility will not rest solely on technical expertise, but on authenticity, humility, and the ability to connect people with purpose. Leaders will be judged by their ability to listen, to adapt, and to inspire others to act—not because they are told to, but because they believe in the shared vision.

    As artificial intelligence becomes a more integrated part of the workplace, leaders will also need to ask the questions that machines cannot—ethical, human-centred, and strategic questions that challenge assumptions and foster deeper understanding.

    “A leader is best when people barely know he exists, when his work is done, his aim is fulfilled, they will say: we did it ourselves.” – Laozi

    This quote encapsulates the essence of collaborative leadership. The future belongs to those who can empower others so effectively that the achievements feel communal—because they are.

    To thrive as a leader in an increasingly complex and connected world, collaboration must be more than a buzzword—it must become a daily discipline. Here are seven practical ways to build a more collaborative leadership style:

    1. Ask Better Questions, Not Just for Answers

    Shift from giving answers to asking open, thoughtful questions that spark dialogue and invite others to contribute their thinking. Avoid yes/no or binary questions and instead use language that encourages exploration and curiosity.

    Example: “What perspectives might we be missing?” or “What would success look like if we co-designed this together?”

    2. Embrace Diverse Thinking

    Actively seek input from people with different backgrounds, functions, experiences, and thinking styles. Cognitive diversity drives innovation, but only if it’s valued and integrated into decision-making.

    Encourage cross-functional project teams and rotate perspectives intentionally.

    3. Build Psychological Safety

    People won’t collaborate openly if they fear judgment or punishment. Create an environment where it’s safe to speak up, admit mistakes, challenge ideas, and share dissenting views.

    Model vulnerability as a leader—acknowledge what you don’t know and credit others publicly.

    4. Master Hybrid and Virtual Facilitation

    Whether your team is remote, in-office, or hybrid, you need to know how to design inclusive, engaging conversations across platforms. Learn to use digital whiteboards, breakout rooms, polls, and collaborative tools to ensure everyone’s voice is heard.

    Inclusion is not a given—it must be consciously designed.

    5. Share Decision-Making Power

    Move away from top-down authority and co-create solutions with those who will implement or be impacted by them. Involve people early, not just at the end for sign-off.

    Shift from “informing” to “involving”.

    6. Build Collaborative Muscle Memory

    Make collaboration a habit by embedding it in day-to-day practices—from how meetings are run to how performance is reviewed. Set shared goals, reward group success, and reflect on team learning, not just individual output.

    Collaboration is a culture, not an event.

    7. Use Technology to Connect, Not Control

    AI and digital platforms should be tools for connection, not just efficiency. Use technology to share knowledge, surface insights, and break down silos—but avoid over-automating communication or losing human nuance.

    Choose tech that enables interaction, not just supervision.

    Collaborative leadership is no longer optional—it’s the defining leadership capability of the future. Those who can unite people, enable participation, and build trust across boundaries will be best placed to lead through complexity, innovation, and change.

  • Unlocking Neuroleadership: The Future of Human-Centric Leadership

    Unlocking Neuroleadership: The Future of Human-Centric Leadership

    As we look to the future of leadership, increasing emphasis will be placed on understanding the human brain and the profound connection between mind and body. This shift is being catalysed by the emergence of neuroleadership—a field that merges neuroscience, psychology, and leadership theory to provide a scientifically grounded framework for managing people and organisations.

    What is Neuroleadership?

    Neuroleadership draws on cutting-edge findings from brain science, cognitive psychology, and behavioural studies to redefine what it means to lead effectively. It goes beyond traditional leadership models by exploring why people behave as they do—not just how they behave. As our understanding of the brain evolves, so too does our ability to shape leadership in a way that is more human-centric, empathetic, and neurologically aligned.

    Advances in neuroscience have started to illuminate the biological underpinnings of decision-making, motivation, emotional regulation, and collaboration. With these insights, leaders are no longer operating in the dark; they can base their decisions on robust scientific principles rather than outdated hierarchical norms.

    The Mindset Shift: From Hierarchy to Human-Centred Connection

    In the era of neuroleadership, the traditional command-and-control model is being replaced by an ecosystem of collaborative, purpose-driven engagement. Leaders are increasingly expected to foster environments where individuals understand their purpose, feel agency in their roles, and can meaningfully contribute to organisational goals.

    This reflects a key principle from positive psychology: that mindset precedes behaviour. When individuals are guided by a sense of meaning and psychological safety, they are more likely to demonstrate resilience, innovation, and loyalty. Leaders who cultivate such environments will not only see improved performance but also deeper commitment from their teams.

    Case Study from Medicine: Leadership in High-Stress Environments

    A compelling case comes from the Mayo Clinic, a globally renowned medical institution. In high-pressure, emotionally taxing environments such as emergency care or oncology, effective leadership can directly impact both staff wellbeing and patient outcomes. In recent years, Mayo has introduced neuroleadership-based training for clinical leaders, focusing on cognitive load management, empathy-based communication, and stress resilience.

    Results showed marked improvements in team collaboration and reduced burnout. Physicians trained in neuroleadership principles were better able to regulate their emotions, provide calm leadership in crisis, and model behaviours that improved patient satisfaction and safety metrics.

    Similarly, the NHS has begun integrating mindfulness and neuroplasticity-based approaches into leadership development programmes, recognising that emotionally intelligent, self-aware leaders are better equipped to handle systemic stressors and foster high-functioning teams.

    Neurodiversity and the Tech-Human Interface

    Another key dimension of neuroleadership is the growing recognition of neurodiversity in the workplace. As understanding of conditions such as autism, ADHD, and dyslexia improves, organisations must adapt leadership practices to ensure inclusivity and optimise diverse thinking styles.

    Technology is also deepening the connection between human biology and behaviour. With the rise of wearable devices, biometric feedback, and brain-computer interfaces, leaders will soon have access to real-time data on cognitive states, emotional wellbeing, and stress levels. The ethical integration of such data can enhance employee support strategies and reduce risk—provided it is handled transparently and with consent.

    Human-Centred Leadership in a Technological Age

    Paradoxically, as technology becomes more embedded in our lives and workspaces, the need for human-centred leadership becomes more urgent. Neuroleaders will play a crucial role in this transition by anchoring leadership practice in empathy, ethics, and an understanding of the brain’s capacities and limits.

    Kimberly Schaufenbuel, Program Director at UNC Executive Development, encapsulates this well:

    “Neuroscience findings are helping to connect the dots between human interaction and effective leadership practices. As the mapping of the human brain continues, we can expect to learn more about how the brain functions and how leaders can use this knowledge to best lead people and organisations.”

    The Future: Purpose, Empathy, and Evidence-Based Leadership

    In conclusion, the future of leadership lies in the integration of science, empathy, and purpose. As neuroleadership continues to evolve, it will arm leaders with not only theoretical knowledge but practical tools for managing complexity, fostering inclusivity, and inspiring others.

    Those who embrace this shift will move from being traditional managers to transformational leaders—able to adapt, connect, and elevate human potential in an age that demands nothing less.

  • Redefining Leadership: Navigating Leadership in a Complex World

    Redefining Leadership: Navigating Leadership in a Complex World

    Leadership is being redefined. In the face of relentless technological advancement, global shifts, and economic uncertainty, organisations are encountering profound and overlapping challenges. Based on extensive research and practical insight across industries, the most pressing concerns organisations face today include:

    • Uncertainty about the future
    • Relentless, ongoing transformation
    • Technological, AI and digital disruption
    • Globalisation and interconnected markets
    • Attracting, developing, and retaining talent
    • The accelerating demands of climate change
    • Ever-tightening regulation and compliance
    • Competition inside and outside traditional industry boundaries
    • Delivering exceptional customer service and enhancing human experience
    • Evolving expectations for organisations to act as both instruments and shapers of society
    • Organisational conditioning and cultural inertia
    • Economic volatility across the globe

    Leading with Intent: What Can Be Controlled?

    When facing complexity, the first imperative for any organisation is to focus on what can be controlled. Strategic plans must be built around this principle—establishing definite actions for known factors while remaining agile through scenario planning for the unknown.

    In practice, this means balancing operational decisiveness with strategic flexibility. Whether an organisation is on a burning platform seeking survival, or on a growth trajectory aiming to scale, success will be determined by the mindset and capability of its leaders.

    Leadership Mindset: Resilience Over Rigidity

    Effective leadership in today’s environment requires more than functional expertise. Horizontal development (skills, knowledge, and tools) and vertical development (mindset, emotional intelligence, systems thinking) are both essential. But it is mindset—the ability to lead through ambiguity, sustain energy through transformation, and foster resilience in others—that defines truly future-fit leaders.

    To grow, thrive or simply endure, organisations must also look inward. Organisational conditioning—deeply rooted beliefs, behaviours, and unspoken norms—often form hidden barriers to progress. Unpacking these with honesty allows collaborative leadership to take root, shaping a future that is both aspirational and achievable.

    Cultural Architects: Embedding Leadership at Every Level

    Transforming culture requires more than top-down directives. It calls for cultural architects—individuals embedded at every level of the organisation who champion new ways of thinking and working.

    These leaders:

    • Define and role model the organisation’s leadership behaviours
    • Share inspiring messages across internal and external channels
    • Influence peers through authentic everyday interactions
    • Act as change agents who drive progress from within

    When colleagues see energy, commitment, and integrity from those they interact with daily, it sends a powerful signal. This grassroots approach, paired with senior leadership sponsorship, creates a dynamic and sustainable transformation.

    Supporting Leadership Amidst Rising Complexity

    Leadership can be deceptively simple in theory—create clarity, inspire action, and deliver results. But in reality, the scale and complexity of today’s challenges intensify the pressure on leaders. It is essential that organisations invest in supporting, developing, and empowering their leadership at all levels. With the right support systems, leaders can meet challenges with confidence, foster innovation, and help shape a thriving future.

    The San Antonio Spurs exemplify leadership continuity and cultural alignment. Under the long-term guidance of Coach Gregg Popovich, the team established a resilient culture grounded in mutual respect, adaptability, and consistent performance. By valuing character, teamwork, and growth over star power alone, the Spurs have built one of the most respected leadership ecosystems in global sport.

    Cleveland Clinic is recognised globally not just for clinical excellence, but for its leadership in healthcare culture. Through the Cleveland Clinic Leadership Academy, the organisation has focused on empathy, resilience, and collaboration. Leaders are trained to manage complexity and support both patients and staff through change, particularly visible during their agile response to the COVID-19 pandemic.

    Brown-Forman’s UK division has embraced inclusive and values-based leadership as a strategic differentiator. Their “Leadership at Every Level” initiative has cultivated a culture of empowerment, where individuals at all layers of the organisation are encouraged to challenge the status quo, propose innovations, and collaborate across functions. This approach has not only driven performance but helped embed resilience in a highly competitive and regulated sector.

    How are you developing and preparing your leaders for the future?

    Future-Proofing Leadership

    Are your leaders future-proofed for the challenges to come?
    Leadership is no longer about position—it is about presence, influence, and the capacity to drive transformation. The leaders of tomorrow must be identified and developed today.

    Your organisation’s future will be shaped by those who lead it. Investing in leadership development isn’t optional—it’s a strategic no brainer.

  • Redefining Leadership: Vertical vs Horizontal Development in Leadership

    Redefining Leadership: Vertical vs Horizontal Development in Leadership

    The world of work is undergoing seismic change. The growth of the gig economy, combined with the transformative impact of the pandemic, has fundamentally reshaped the nature of employment. Increasingly, short-term contracts, part-time roles, and freelance work are replacing traditional permanent jobs. This shift presents a significant challenge—and opportunity—for leaders and organisations alike.

    As these non-traditional work models become more prevalent, talent acquisition must adapt. Organisations are no longer seeking leaders based solely on technical expertise or traditional career paths. Instead, they are looking for individuals who embody a more human-centric, adaptive, and agile leadership style—those who can learn quickly, pivot confidently, and inspire others in uncertain environments.

    To keep pace, leadership development strategies must evolve. Fast-tracking leadership growth, embedding cultural alignment, and cultivating the right mindsets are now vital. This requires an integrated leadership approach —one that connects recruitment, onboarding, development, and succession planning around a consistent, mindset-focused framework.

    Right People. Right Mindset. Right Time.

    In today’s climate of constant disruption—economic volatility, remote work, technological innovation, and geopolitical flux—organisations need leaders who can operate beyond the constraints of conventional thinking. This is where the concept of vertical and horizontal leadership development becomes invaluable.

    Nick Petrie, in his white paper for the Center for Creative Leadership (CCL), distinguishes between two types of development:

    • Horizontal Development: The traditional approach to leadership growth. This is about adding new knowledge, skills, and competencies. It’s externally driven, often through training programmes and expert-led courses. It answers the question: What should a leader know or do?
    • Vertical Development: A more transformative process. This is about evolving how leaders think, not just whatthey think. It encompasses values, beliefs, worldviews, and the ability to handle increasing complexity. Vertical development is earned through life experience, reflection, and deep learning. It addresses the question: Who is the leader becoming?

    While horizontal development builds capability, vertical development fosters maturity, resilience, and a broader perspective. Both are essential—but it is vertical development that truly future-proofs leadership.

    Horizontal Leadership Development

    • Adds knowledge and skills
    • Transmitted from experts
    • Focuses on what you think
    • Competency-based
    • Technical proficiency

    Vertical Leadership Development

    • Grows the capacity to think in complex, adaptive, and interdependent ways
    • Developed through experience and reflection
    • Focuses on how you think
    • Mindset and values-based
    • Transformation of consciousness

    HSBC – Leadership Transformation through Vertical Development
    Faced with rapid digital transformation and market complexity, HSBC invested in a global leadership development programme that focused not on skills, but on enhancing self-awareness, adaptive thinking, and systems-level decision-making. Leaders participated in immersive experiences that challenged their assumptions, encouraging shifts in mindset. The result: more resilient leaders who could drive cultural transformation across markets, with improved collaboration and innovation.

    Unilever – Balancing Vertical and Horizontal Development
    Unilever’s “Connected 4 Growth” initiative blended traditional leadership skill-building (horizontal) with programmes designed to cultivate purpose-led leadership and emotional intelligence (vertical). Managers were assessed not only on performance metrics but on their ability to lead with compassion, integrity, and adaptability. This dual approach enabled Unilever to build a leadership pipeline prepared for both current and future challenges.

    NHS Leadership Academy – Building a Compassionate Culture
    In the wake of increasing pressure and public scrutiny, the NHS invested in vertical development by helping leaders at all levels cultivate greater empathy, presence, and system-wide awareness. This shift from a task-focused approach to one rooted in values and mindset helped foster a more compassionate, inclusive culture that better supports patients and staff alike.

    The Starting Point: Organisational Mindset

    To harness the full power of leadership development, organisations must begin by identifying and articulating their own mindset. What does the organisation stand for? What attitudes and beliefs underpin its success? From there, recruitment and development can be aligned to attract and grow leaders who embody and reinforce that mindset.

    Without this clarity, leadership efforts risk becoming fragmented or superficial. But with it, organisations can cultivate congruent cultures—where internal and external leaders are aligned not just in skills, but in purpose and perspective.

    In an age defined by flux and complexity, the most successful organisations will be those that move beyond a narrow focus on competencies and instead prioritise mindset alignment. Horizontal development builds capability—but it is vertical development that shapes character, expands perspective, and enables leaders to thrive in ambiguity.

    Leadership is no longer just about what you do. It’s about who you are—and who you are becoming.

  • Redefining Leadership: The Essential Mindset for Success

    Redefining Leadership: The Essential Mindset for Success

    In today’s volatile, uncertain, complex and ambiguous (VUCA) world, redefining leadership has become not just important but essential. At the heart of this evolution is the concept of a leader’s mindset—a combination of traits, outlook and capabilities that underpin the potential and performance of effective leaders.

    A leader’s mindset can be distilled into three key pillars: Passion, Capability, and Outlook. These are critical considerations when recruiting, developing, and supporting leaders at all levels of an organisation.

    1. Passion – The Drive to Make a Difference

    First and foremost, does the individual possess a genuine passion for leadership? This goes beyond ambition or career progression. It’s about the intrinsic motivation to make a meaningful difference—to inspire others, to support growth, and to be a catalyst for positive change within the organisation.

    Authentic leaders care. They display empathy, emotional intelligence, and a strong sense of purpose. Their leadership is not transactional—it is transformational.

    When Satya Nadella took the reins at Microsoft, he brought with him not just technical prowess but a deeply human-centred approach to leadership. His focus on empathy, learning, and purpose rejuvenated the culture of a once rigid corporation. Nadella’s leadership has not only propelled Microsoft’s innovation but significantly boosted employee engagement and organisational agility.

    2. Capability – The Skills to Lead in Today’s Landscape

    While passion fuels the intent to lead, capability ensures delivery. Organisations often promote high performers or subject matter experts into leadership roles without assessing whether they have the necessary leadership capabilities. Technical excellence doesn’t always translate into effective leadership.

    In an era defined by hybrid working, digital transformation, and complex stakeholder needs, leadership capability must include agility, strategic thinking, and the ability to foster inclusive, high-performing cultures.

    During the COVID-19 pandemic, NHS leaders were thrust into uncharted territory. Leaders had to rapidly reconfigure services, manage extreme pressure on front-line staff, and communicate clearly amidst national uncertainty. Those with high leadership capability—who could think systemically, delegate effectively, and act decisively—emerged as crucial stabilisers in the crisis.

    3. Outlook – Resilience, Adaptability, and Positivity

    The third pillar is a leader’s outlook. In an unpredictable and ever-changing world, the ability to remain positive, adaptable, and resilient is paramount. Leaders set the tone for the teams they lead. Their mindset—whether reactive or proactive—ripples through the organisation.

    The capacity to embrace ambiguity, bounce back from setbacks, and lead with confidence in the unknown is a defining trait of modern leadership.

    Regardless of opinion on his style, Elon Musk’s resilience and risk appetite have allowed SpaceX to redefine what is possible in aerospace. The mindset to accept failure as part of innovation (as evidenced by rocket failures and public setbacks) has built a culture of learning and relentless ambition.

    When you combine passion, capability and outlook, you form the blueprint of a leader’s mindset. But this mindset must be aligned with your organisational values and leadership framework. It’s not enough to hope that great leaders emerge—organisations must define what “great” looks like, codify it into values and behaviours, and build the infrastructure to develop and support it.

    Assessment tools such as the Mindset Equation Assessment (MQi) provide robust psychometric insights into an individual’s leadership potential. MQi enables organisations to evaluate leaders, teams, and entire cultures to shape development strategies aligned with future needs.

    However, some organisations falsely believe they’ve embedded values and behaviours because they’ve been defined at the top. The reality often tells a different story when these models fail to resonate across the business. The critical question is: Was this model built on inclusive research, unbiased data, expert insight, and employee voice? If not, buy-in will be limited, and behavioural change will be hard-won.

    Building leadership capability is like building a house: anyone can try to do it themselves, but when you bring in a professional, the results are more structurally sound and enduring. The tallest skyscrapers are built on deep foundations and detailed plans—the same principles apply to leadership. Without the right architecture, organisations risk instability, disengagement, and stagnation.

    Investing in leadership doesn’t just improve management—it enhances culture, drives productivity, and fuels sustainable growth.

    In the wake of the pandemic, and amidst ongoing global disruption, human-centred leadership has become more vital than ever. The era of command-and-control has given way to an age where empathy, psychological safety, and servant leadership are critical competencies.

    We no longer have the luxury of certainty. The leaders of tomorrow must be comfortable operating in flux, responding to complexity, and guiding others through ambiguity. And while we will emerge from the current turbulence, the lesson is clear: the time to build resilience is before the next crisis—not in the middle of it.

    To prepare for the future, we must shape it now. A leader’s mindset is the first step—forming the lens through which decisions are made, people are inspired, and cultures are shaped.

    By intentionally defining, assessing, and developing this mindset across your organisation, you create not only better leaders but stronger, more future-ready organisations.

    Because in the end, mindset is everything especially when developing future ready leaders.

    Wouldn’t you agree?

  • Redefining Leadership: Effective Leadership in Today’s Changing Landscape

    When I am asked how leaders should lead, the answer is simple: leadership should be defined in alignment with the organisation’s strategy, supported by a clear leadership framework that sets expectations and fosters development.

    As per Schein (1990), culture is defined as a set of shared values and behaviours that serve as a guide to success. Leaders must understand what effective leadership looks like within their organisation to align their actions accordingly.

    The Challenge of Leadership in a Changing World

    In today’s uncertain and evolving landscape, no one is a completely natural leader. While some individuals may have dominant personalities or excel at certain leadership tasks, truly effective leadership requires understanding how to empower, trust, and grant autonomy to people while balancing organisational needs. The challenge has only intensified in the wake of the pandemic and the onset of AI, with remote leadership becoming a critical competency in most industries and organisations.

    New leaders rarely instinctively know how to lead unless they have learned from previous managers or understand what is expected of them. This underscores the importance of having a well-defined leadership model or framework that sets clear values and behaviours, alongside the right development tools to foster growth. This structured ‘Leadership Model’ enables leaders to take accountability for their own development, supported by on-the-job assessments and coaching.

    Defining Leadership: A Common Pitfall

    Many organisations assume they have defined leadership effectively, but if leaders within the company struggle to articulate what good leadership looks like, there is a fundamental gap. This can result in inconsistent leadership styles, confusion, and ineffective leadership development solutions that merely tick a box rather than drive meaningful change.

    The UK Ministry of Defence (MoD) provides an exemplary case of leadership under extreme conditions. In military settings, leadership is not only about strategic command but also about fostering trust, resilience, and rapid decision-making. The British Army, for instance, has long embraced the concept of ‘Mission Command,’ a leadership approach that empowers subordinates with autonomy while ensuring alignment with overarching objectives. This approach mirrors the need for trust and empowerment in today’s corporate leadership landscape.

    To understand how leaders should lead, we must look at the evolution of leadership over generations:

    • Industrial Era: Command-and-control leadership dominated, with a boss-worker dynamic.
    • Office Era: Emotional Intelligence (EQ) emerged, shifting the focus toward understanding and managing emotions in leadership.
    • Situational Leadership: Leaders adapted their approach based on specific situations, balancing directive, delegating, selling, and coaching styles.
    • Coaching Revolution: Leadership became more about empowering individuals, self-awareness, and leveraging psychometric tools.
    • Modern Leadership: According to Korn Ferry’s ‘Third Wave’ model, leadership now emphasises Agency, Authenticity, and Agility.

    In sports, Jürgen Klopp’s leadership as Liverpool FC’s manager has demonstrated the power of vision, emotional intelligence, and team cohesion. Klopp’s approach is deeply rooted in trust, motivation, and adaptability. By fostering a strong team culture and creating an environment of belief and commitment, he has transformed Liverpool into one of the most successful football teams in recent history. His leadership highlights the importance of passion, clear communication, and creating a shared vision—qualities that are directly transferable to business leadership.

    A compelling case from the business world is Tesco’s turnaround under Dave Lewis. When Lewis took over in 2014, Tesco was facing declining profits and reputational damage. His leadership strategy focused on transparency, employee engagement, and decisive action—three critical pillars of modern leadership. By prioritising clear communication and empowering teams to take ownership, he was able to restore trust and drive a successful business transformation.

    The Need for Human Leadership

    In the post-pandemic world, leadership demands greater empathy, compassion, humility, and respect. While strong leadership is still required to make difficult decisions—such as managing redundancies, mergers, and business closures—leaders must balance these with emotional intelligence to guide teams through change effectively.

    Pre-pandemic, the expectation was that people would be given autonomy and empowered, especially with millennials entering the workforce. However, the pandemic reinforced that leadership is about inspiring others, providing comfort in crisis, and fostering resilience. A great leader takes responsibility when things go wrong and steps aside to celebrate their team’s success.

    The Future of Leadership

    For organisations to define what good leadership looks like, they must consider both historical leadership models and the evolving demands of modern leadership. The best leaders of the future will be those who cultivate leadership in others—allowing individuals to develop their own unique leadership styles while staying aligned with the organisation’s core values.

    Leadership, at its core, is about helping others dream more, do more, and be more. It is about being visible, present, and adaptable in an ever-changing world.

    What are your thoughts on the future of leadership?

  • Redefining Leadership: The Rise of Values-Based Leadership in Today’s World

    Redefining Leadership: The Rise of Values-Based Leadership in Today’s World

    “Strive not to be a success, but rather to be of value.” – Albert Einstein

    When we consider the change and disruption in the world right now, the type of leader required is one of humility, compassion, and empathy. Leaders must support their people as individuals and empower them to be leaders in their own right through human connection. Effective leaders uphold company values and act with respect, integrity, and transparency, ensuring their leadership fosters trust and inspiration.

    From an ethical and moral perspective, there is now a widespread demand for value-based leadership. Leaders are expected to embody the principles they preach, creating organisations rooted in fairness, accountability, and moral responsibility. While this is easier said than done in a world filled with competing agendas and conflicting objectives, the most successful leaders today demonstrate the soft skills necessary to connect, support, and lead with compassion. These are the leaders for good.

    The Importance of Values-Based Leadership

    Having a clearly defined set of values that leaders and employees can rally behind is crucial for long-term organisational success. Many companies articulate values, but only the truly exceptional ones have leaders who role model and embed these values into the company culture. Leadership should be authentic and values-driven, as this fosters credibility and trust among employees.

    Leadership styles will always be a topic of debate, but the starting point should be an alignment between leadership and organisational values. The world is evolving, and so must leadership. The pandemic era has redefined workplace expectations, making it essential for leaders to adapt to this new normal but change is happening all around us with the onset of artificial intelligence and technological advances. The transition is not just about operational changes and adapting to AI but about how leaders engage with their teams on a human level.

    Apple’s Leadership Evolution

    Apple provides a compelling case study of leadership transformation and values-based leadership. Under Steve Jobs, Apple’s leadership was visionary, innovation-driven, and relentless in pursuit of excellence. Jobs’ approach, while often demanding, focused on pushing the boundaries of creativity and product development. His leadership was built on inspiring employees to think differently and revolutionise technology.

    Under Tim Cook, Apple’s leadership style evolved to incorporate a more inclusive and collaborative approach. Cook has placed significant emphasis on ethical leadership, sustainability, and corporate responsibility. Apple has invested heavily in environmental initiatives, diversity and inclusion, and corporate social responsibility, reinforcing its commitment to values beyond just product innovation. While Apple remains a profit-driven enterprise, its leadership shift under Cook exemplifies how modern leadership integrates financial success with ethical and sustainable business practices.

    Leadership in Sports: The Role of Values in High-Performance Teams

    In the world of sports, values-based leadership is also a defining factor in success. A prime example is Pep Guardiola, the highly successful football manager known for his leadership at FC Barcelona, Bayern Munich, and Manchester City. Guardiola emphasises team cohesion, discipline, and respect. His leadership philosophy focuses not only on winning but also on fostering a positive team culture, accountability, and mutual respect.

    Guardiola’s leadership is rooted in emotional intelligence, strategic innovation, and player development. He treats players as individuals, understanding their strengths and weaknesses, and motivates them through encouragement rather than fear. This values-driven approach has led to sustained success across multiple leagues and serves as a model for business leaders seeking to cultivate high-performing teams.

    Ethics vs. Profit: The Leadership Dilemma

    While companies like Apple have made strides in ethical leadership, challenges remain in balancing corporate responsibility with shareholder expectations. When large corporations exploit tax loopholes or engage in questionable labour practices, they undermine trust and ethical leadership principles. The fundamental tension between profit maximisation and ethical responsibility continues to shape leadership decisions globally.

    This dilemma mirrors the long-standing debate in performance management: balancing ‘What’ goals (results) with ‘How’ behaviors (values). Many organisations have attempted to integrate ethical leadership into performance evaluations, but execution often falls short. True leadership success lies in ensuring that the ‘How’ behaviors—integrity, transparency, and empathy—are weighted as heavily as business results.

    The Return to Human-Centered Leadership

    The concept of values-based leadership is not new. Ancient Greek philosophers emphasised ethical leadership, and Confucius promoted empathy and understanding as core leadership principles. However, in today’s fast-paced, results-driven world, the return to human-centered leadership is more crucial than ever.

    So, the pressing question remains: Do your people know and understand your company’s values? Do they live and breathe them? Can you see the opportunity to redefine your organisation’s leadership model to align with ethical values? Will empathy and compassion be valued as essential leadership traits?

    The Business Impact of Values-Based Leadership

    Employee engagement is directly influenced by leadership credibility, inspiration, and support. A study by McKinsey & Co found that 89% of employees reported higher satisfaction levels when working under leaders who were inspirational, supportive, and focused on development (Global Survey: War on Talent). Organisations that prioritise values-based leadership experience higher employee retention, greater innovation, and stronger customer loyalty.

    The Future of Leadership: A Call to Action

    In an era where individuals, leaders, and organisations can do more to support their colleagues, employees, and communities, the time for compassionate and ethical leadership is now. The world is calling for leaders who act with integrity, lead with empathy, and inspire trust. The future of leadership is not just about achieving business success but about shaping a world where leadership is synonymous with ethical responsibility and human connection.

    Do you agree?

  • Redefining Leadership: Unlocking the Power of Leadership Development

    $166 Billion – spent on Leadership Development each year in the US alone – Forbes 

    70% – variance in employee engagement caused by managers – Gallup 

    1 in 2 – employees who have left their job to get away from their manager – Gallup 

    86% – of companies do not feel like they have a strong leadership bench – Global Leadership Forecast

    Why Leadership Matters

    With $166 billion spent annually on leadership development in the US alone, a key question arises: what is the return on this investment, and how is it measured? If companies are allocating such vast resources to leadership development, the implicit assumption is that leadership has a substantial impact on business success.

    But how exactly does strong leadership influence an organisation’s bottom line? The answer lies in the impact of effective leadership on profitability, employee engagement, innovation, and long-term business resilience.

    Organisations that strategically invest in leadership development can expect tangible benefits:

    • Enhanced profitability: Well-trained leaders drive business results by setting clear strategic goals, fostering innovation, and improving operational efficiency.
    • Improved employee engagement: A leader’s ability to inspire and empower employees is a critical factor in retention and performance.
    • Resilience in the face of change: As businesses adapt to post-pandemic realities, leaders must navigate uncertainty with agility and confidence.
    • A culture of continuous learning: Organisations that develop ‘learning cultures’ see increased innovation, risk-taking, and long-term growth. Research by Carol Dweck and Senn Delaney found that such cultures create greater trust and commitment to the company’s future.

    Google’s Project Oxygen

    Google’s data-driven approach to leadership development underscores the value of strong leadership. Through Project Oxygen, Google analysed what makes an effective manager and used those insights to reshape leadership training. The study identified key traits of high-performing leaders, such as coaching ability, empowerment, and communication skills. As a result, teams led by trained managers showed significant improvements in engagement, performance, and retention.

    Manchester United & Sir Alex Ferguson

    In the world of sports, Sir Alex Ferguson’s leadership at Manchester United serves as an exemplary model. Ferguson transformed the club into a global powerhouse by developing young talent, fostering a culture of discipline, and emphasising long-term vision over short-term success. His ability to adapt, motivate, and create a winning mindset within his team ensured sustained success over decades.

    Developing the Right Leadership Development Strategy

    A well-thought-out leadership development strategy must align with business objectives. Many organisations fall into the trap of reacting to external pressures, hastily implementing leadership programs without clear goals or alignment to strategy. Instead, businesses should:

    1. Define leadership expectations: Clearly articulate what good leadership looks like within the organisation.
    2. Foster inclusivity: Involve key leadership influencers and change champions across the organisation.
    3. Use data-driven decision-making: Leverage insights from employee feedback, business performance metrics, and leadership assessments.
    4. Balance scientific analysis with intuition: While data provides critical insights, understanding cultural and organisational nuances is equally essential.
    5. Clarify values, behaviors, and competencies: Avoid confusion by clearly distinguishing these elements to set proper expectations for leadership.

    The Leadership Imperative

    Whether an organisation has had success in leadership development or is just beginning the journey, it is crucial to periodically assess its direction. Instead of overhauling the entire leadership strategy, minor adjustments may be all that’s required to align with the evolving business landscape.

    “The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders, and continually develops them.” – John Maxwell

    As businesses navigate an era of rapid change, the question remains: What kind of leadership will drive organisations forward? How can companies cultivate the leaders the world now wants to see?

    The challenge is not just to train leaders but to redefine leadership itself—making it more inclusive, adaptive, and visionary. Only then can organisations truly maximise their investment and create lasting impact.

  • 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.