Leadership Innovators

Tag: Leadershipsuccess

  • The Future of Leadership

    The Future of Leadership

    Navigating a World of Exponential Change

    The future is arriving faster than ever. Exponential change driven by disruptive technologies, shifting demographics, and global socio-political realignments is fundamentally transforming how we live, work, and lead. As artificial intelligence, automation, and digital connectivity reshape every aspect of society, the very fabric of leadership must evolve to meet the challenges—and seize the opportunities—of this new era.

    A Brave New Workplace

    Jobs, as we know them, are undergoing a seismic transformation. Routine and repetitive tasks are increasingly being automated through robotics, bots, and sophisticated digital infrastructure. But this is not merely a story of job loss—it is also a story of job evolution. Emerging roles will demand new skills: digital fluency, emotional intelligence, creativity, and the ability to collaborate across cultures and platforms. Leaders will no longer be defined by positional power, but by their capacity to inspire, adapt, and learn continuously.

    A younger, more tech-native generation is entering the workforce, intuitively interacting with digital ecosystems. These individuals are not just employees—they are co-creators of work culture. Leadership must adapt to their expectations for purpose-driven work, flexibility, and lifelong learning. The workplace will become more fluid, decentralised, and intelligent. Smart campuses, integrated with wellness infrastructure, AI-enabled hot desking, and hybrid connectivity, will replace the traditional office. Remote and hybrid work models are no longer exceptions; they are the new standard.

    Technology and Human Connection

    The rise of artificial intelligence, virtual reality, and the immersive “multiverse” will redefine how we connect, collaborate, and create value. While there will be initial resistance—just as with any major technological leap—acceptance will follow as society begins to benefit from enhanced experiences. Whether it’s holding immersive global team meetings via VR or designing new products collaboratively across continents in real-time, the fusion of physical and digital realities will be central to tomorrow’s leadership landscape.

    Yet, this tech-driven future raises deeper questions: What happens when AI systems outperform humans in critical decision-making? What ethical frameworks must leaders uphold? What values will anchor our choices in a hyper-automated world?

    Global Tensions and Resource Pressures

    Demographic shifts will place intense pressure on global resources. A growing and ageing population will demand more food, energy, and healthcare. At the same time, geopolitical tensions—exacerbated by climate change, resource scarcity, the political landscape and ongoing war —could create volatility. Leadership will require not just commercial foresight but global citizenship—leaders who think systemically, act ethically, and build coalitions to navigate transnational challenges.

    Medical breakthroughs, including the decoding of ageing and bioengineered body parts, will extend human lifespans. This will dramatically reshape pensions, healthcare, and workplace dynamics, requiring leaders to rethink everything from retirement to multigenerational workforces.

    Learning from Leading Industries

    Automobile Industry – Tesla and the Autonomous Shift

    Tesla has not only revolutionised electric vehicles but also redefined leadership in the automotive space. Elon Musk’s leadership—while often controversial—has accelerated global transitions to sustainable transport. His vision-driven, high-risk leadership style has inspired a wave of innovation and forced incumbents to adapt. The development of self-driving technology highlights the shift from product-centric to software-centric leadership. The future leader in this space must understand AI, data ethics, and user trust while inspiring innovation at scale.

    Space and Defence – SpaceX and the Rise of Commercial Spaceflight

    In space and defence, leadership is moving from state-dominated models to agile, private-sector-led innovation. SpaceX exemplifies this shift. Once the domain of government agencies, space exploration is now shaped by private players who work faster, fail faster, and learn faster. Leadership here demands resilience, vision, and the ability to integrate cross-disciplinary teams—from aerospace engineering to cybersecurity. In defence, as AI-driven systems redefine warfare and surveillance, ethical leadership and international cooperation become crucial to prevent misuse.

    Sports – Data-Driven Performance and Mental Health Leadership

    Sports leadership has transformed through analytics and well-being prioritisation. Teams like Liverpool and the Golden State Warriors have adopted data-driven strategies for recruitment, training, and injury prevention. Simultaneously, leaders like Simone Biles and Naomi Osaka have spotlighted mental health, prompting a leadership shift from results-at-any-cost to athlete-centred approaches. Coaches and sports leaders are increasingly required to balance performance with empathy, understanding the psychological dimensions of peak performance.

    The Leadership Imperative

    In a world of ceaseless transformation, one truth stands firm: leadership must evolve. It must be human-centred yet technologically fluent, ethically grounded yet globally aware, agile yet purpose-driven. The leaders of tomorrow will be those who can navigate paradoxes, build inclusive teams, and turn uncertainty into opportunity.

    This is the first in a series exploring what the future of leadership truly demands. In upcoming parts, we will delve deeper into the emerging competencies, mindsets, and frameworks that tomorrow’s leaders must master.

  • 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.

  • 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.

  • 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?