Read. Lead. Breakthrough. - Dec 2025

Read.

Lead.

Breakthrough.

The top 10 most read leadership articles from our popular blog.

December 2025

Achieve Breakthrough - Leadership Blog

01

Why empathy is the true superpower of effective leadership

A few weeks ago in the blog, we explored how leadership norms are shifting to increasingly prioritise emotional intelligence and adaptability. As the workplace continues to evolve, traditional leadership traits like authority and decisiveness are being complemented (and even surpassed) by the ability to connect with others on a human level.

This week, we’re diving deeper into one of the most powerful elements of emotional intelligence: empathy.

Empathy is no longer a “soft skill” or optional extra in leadership. It’s become a core capability, essential not only for creating inclusive, healthy team cultures but also for driving tangible business outcomes.

Empathetic leaders are shown to foster higher engagement, spark innovation, and reduce employee turnover.

Empathy over ego: what makes teams thrive In a now-famous TED Talk, Margaret Heffernan made a compelling case against the idea that high-performing teams are built from individual “superstars.” She challenged the notion that success comes from stacking the deck with the most exceptional individuals.

Instead, what she and many others have highlighted is the underestimated power of empathy in team performance.

Research from MIT backs this up. High-performing teams aren’t defined by collective IQ, but by a high level of social sensitivity.

An ability to read emotional cues, take turns in conversation, and build trust. These empathetic teams outperform their high-IQ counterparts because they communicate better, support one another, and collaborate more effectively.

Empathy isn’t about being “nice”. It’s about creating space where everyone’s ideas can be heard, where individuals feel safe enough to take risks, and where the team becomes greater than the sum of its parts.

Empathy begins by stepping outside your context We all carry our own context into work. This could be our upbringing, our experiences, our biases. These mental models shape how we see the world and how we lead.

But when we rely too heavily on our own frame of reference, we risk becoming blind to perspectives outside of it.

This is where the real power of diversity kicks in. Diverse teams bring a range of perspectives that can expose blind spots and spark new thinking.

But diversity alone doesn’t guarantee success. What binds diverse teams together is empathy. The ability to actively seek out and engage with other people’s contexts, not just tolerate them.

Unlike a one-time sales pitch or a negotiation tactic, leadership is about creating an enduring culture. One where collaboration, trust, and growth are continuous. Empathy is what sustains that culture.

Empathy allows leaders to suspend judgement and genuinely understand someone else’s reality. It’s what turns diverse groups of individuals into high-functioning, aligned teams.

We saw this first-hand while working with a senior leadership team at an energy company. Each leader came from a different department and brought deep expertise in their area. But initially, they struggled to move beyond siloed thinking. Every conversation was filtered through the lens of their own function.

How empathy transforms conversations and minds Empathy doesn’t just improve team dynamics – it can fundamentally shift mindsets.

In his book Think Again, organisational psychologist Adam Grant shares stories that illustrate how empathy can prompt people to re-evaluate deeply held beliefs.

One example involves Daryl Davis, an African-American musician who engaged with members of the Ku Klux Klan. Not to argue or confront, but to ask questions and listen.

Over time, many of these individuals walked away from their extremist beliefs.

The power of Davis’s approach was primarily built on connection rather than debate.

By encouraging others to consider how their perspectives were shaped by circumstance, he opened a path for change.

Similarly, former FBI hostage negotiator Chris Voss often speaks of using “tactical empathy” to defuse high-stakes situations.

By validating the emotions of kidnappers and seeing the world through their eyes, he created space for resolution, even under extreme pressure.

These examples show us that empathy isn’t passive. It’s active, strategic, and incredibly effective.

Empathy as a long-term goal For many leaders, empathy is still treated as a tool to improve communication or manage team dynamics. While it can absolutely do both, its true potential lies in the long game.

It wasn’t until they began standing in each other’s shoes – truly understanding one another’s pressures, goals, and definitions of success – that breakthrough thinking emerged. By empathising with each other’s contexts, they unlocked shared solutions that had previously seemed impossible.

This kind of empathy isn’t about winning support for your ideas. It’s about creating space to build better ideas together.

Empathy as a skill for future-fit leaders In a leadership landscape defined by rapid change, hybrid work, and complex challenges, empathy is the anchor that keeps teams grounded and connected.

But developing empathy isn’t just about learning to listen better or be more patient.

It starts with self-awareness and an ability to know your own emotional patterns, biases, and blind spots. Only then can you begin to truly see and support others.

As we continue to explore the evolving demands of leadership in 2025 and beyond, one thing is clear: empathy isn’t a soft skill, it’s a strategic advantage. And like any other leadership skill, it can be learned, strengthened, and embedded into how we work every day.

Ready to take your leadership to the next level? Let’s talk about how empathy could be your greatest asset.

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02

Balancing accountability with autonomy: Leading your team with purpose

Every organisation wants to create high-performing teams that continuously innovate and consistently deliver exceptional results. But in the pursuit of this high performance, how can leaders balance accountability of their teams with the autonomy that fuels innovation?

Metrics like Key Performance Indicators (KPIs) and clear objectives are of course important for keeping teams consistent and accountable. But they’re far from the only drivers of success. Connecting teams and individuals with purpose is what really ignites ambition and innovation, and what drives people to strive for results that go far beyond the baseline expectations.

In this article, we explore how connecting people with purpose can power high-performing teams, and how balancing accountability with autonomy is key to getting this right.

Accountability vs. autonomy KPIs and task-focused objectives are important for keeping teams on track and for measuring performance. They provide necessary structure and ensure alignment with business goals. But in some cases, an overreliance on rigid goals can stifle creativity, discourage risk-taking, and stop people from stepping outside of their comfort zones.

For leaders, there is a fine line to tread, balancing the need to keep teams and individuals accountable to clear and measurable outcomes, while allowing autonomy to figure out the how.

Accountability is about clear targets and ensuring that everyone knows what success looks like. But autonomy is what allows teams to experiment, innovate, and come up with new solutions. This is the space where innovation thrives and where breakthrough performance is delivered.

How purpose can be a driver of performance Connecting people to purpose drives ownership and encourages people to take the initiative, instead of just being given a task to do and just delivering it. When people are connected to a purpose, accountability takes on a whole new dimension.

Whether it’s about entering new markets or doubling revenues, or shaking up existing markets, what’s important when connecting people with purpose is that they know why they’re doing it, and are inspired by it.

Purpose serves as a guiding force, providing a sense of direction and alignment. It gives teams a reason to move beyond the status quo, pursue innovative ideas, and take risks.

By tying objectives to purpose, you empower individuals to act with intention and align their personal goals with the broader mission of the organization. And, when teams are driven by a shared vision, there is added motivation to work collaboratively, think creatively, and push boundaries.

The role of leaders in balancing accountability and autonomy As a leader, balancing accountability and autonomy relies on clarity. It’s about setting clear expectations and measurable standards, but also allowing people to find their way path to those goals.

Leaders can create an environment where accountability and autonomy coexist by: •

Setting clear, purpose-driven commitments: Rather than simply assigning tasks, frame objectives within the context of a larger purpose that inspires and motivates.

•

Providing the right resources and support: Equip your team with the tools and knowledge they need, but trust them to apply their skills in the most effective way.

•

Encouraging experimentation: Make it clear that innovation and calculated risk is valued, even if it doesn’t always lead to immediate success.

•

Fostering a culture of ownership: When individuals feel accountable to a cause they believe in, they will take the initiative to perform at their highest level.

Take the race to develop a Covid-19 vaccine. The Jenner Institute and AstraZeneca committed to the ‘impossible’ goal of developing an effective vaccine within a year, delivered on a ‘not-for-profit’ basis.

This bold commitment to a shared vision allowed individuals to step outside their day-to-day context, challenge assumptions, experiment and collaborate.

Crucially, there was a deep connection to personal values and the corporate purpose of creating life-changing medicines to people across the globe. High performing teams were galvanised overnight, and the result was accelerated vaccine development, trials and testing delivered in months.

While KPIs will always be essential for measuring performance, the real driver of high-performing teams is purpose. Purpose connects people to something meaningful, and fuels commitment, innovation and breakthrough performance.

If you’d like to learn more about connecting your team with purpose, get in touch to explore how we can help you ignite your ambitions.

Purpose gives direction and clarity, accountability ensures alignment, and autonomy allows teams to explore new possibilities. Together, they create a high-performance culture where innovation thrives.

In these environments, teams are held accountable to measurable outcomes but also given the freedom to approach their work creatively, knowing that their contributions are helping achieve a greater purpose.

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03

Why leaders need to master polarities in an increasingly complex world

In today’s business landscape, leaders at all levels are grappling with an ever-increasing level of complexity. Big organisations, operating in an increasingly volatile, uncertain, complex, and ambiguous (VUCA) world, are inherently complex systems.

This is particularly true for sectors with heavy regulations, government interactions, or extensive cross-functional collaboration, like the pharmaceutical industry. Traditional management tools and approaches, once reliable for solving well-defined problems, can increasingly feel like blunt instruments in a world of shifting rules and hidden variables. So what’s the answer?

The difference between complicated and complex problems (and why it matters) A fundamental skill for leading in this environment is understanding the distinction between complicated and complex problems. Complicated problems are those with definitive solutions. They can be broken down into steps, addressed with expertise, and solved using established processes. In a complicated system, repeating the same actions under the same conditions will consistently produce the same outcome. Think of fixing a car engine. This is an intricate job requiring expertise, but follow the instructions and you can likely fix it.

Complex problems, on the other hand, have no single ‘end solution’. They can only be managed on an ongoing basis, potentially being made better or worse through interventions. The key differentiator is that in complex systems, the same starting conditions can lead to vastly different outcomes.

This unpredictability often stems from the interaction of multiple elements (particularly human beings), within the system. Applying a formula that worked yesterday might not work today. While complicated challenges require experts and processes, complex challenges demand diverse teams and continuous adaptation.

Leaders who fail to grasp this distinction often apply linear, expertise-based solutions to non-linear, complex problems.

This can lead to failed initiatives, wasted resources, and frustrated teams. It’s like trying to follow a manual to understand the dynamic mood swings of a toddler or the unpredictable impact of tariffs on a global supply chain. No manual in the world can account for the unpredictability.

The value for leaders in understanding this difference is profound: it frees them from the futile search for a single ‘right answer’ that simply doesn’t exist in complex environments. Instead, it allows them to focus on taking action and navigating within the complexity.

Navigating polarities One of the critical elements of complexity that leaders must learn to navigate is the concept of polarities. Polarities are not problems to be solved, but rather two interdependent states or tensions that require ongoing management. They are not opposites in the traditional sense, but two necessary elements that exist simultaneously. For example, at different times and in different situations, a leader needs to give both direction and autonomy for their team. These aren’t ‘either/or’ choices, but ‘both/and’ realities.

Think about all the other polarities you have to negotiate as a leader (or as a business).

There likely exists tensions between risk and security; saving and spending; psychological safety and complete transparency; structure and flexibility; delivery and sales.

These tensions are inherent features of complex systems.

The challenge for leaders is that they often get stuck seeing these as problems to solve or feel compelled to pick one side over the other. This is often a ‘preferred pole.’ For example, a manager with a strong preference for direction might provide so much oversight that their team feels micromanaged and frustrated, hindering success. On the other hand, a manager who over-indexes on autonomy might leave their team feeling lost and lacking guidance.

This awareness includes a leader recognising their own preferred pole and deliberately bringing attention and energy to the less preferred one.

What navigating polarities unlocks for leaders The value for leaders in being able to recognise and navigate polarities is significant.

It removes the need to embark on an exhausting and fruitless quest for a singular perfect solution. Instead, leaders can focus on the continuous process of taking action, sensing the system’s response, and adjusting their approach to manage the inherent tensions.

Mastering complexity involves understanding that not all challenges are problems to be solved. Polarities are fundamental to complex systems, representing interdependent tensions that require ongoing management. Leaders who can recognise polarities, understand the dynamics of the dance, and consciously navigate between the poles will be far better equipped to deliver transformational results in a complex and unpredictable world.

Looking to lead through complexity? Get in touch to explore how we can help ignite your ambitions.

Seeking a single ‘right’ position on a polarity is a trap. The more a leader tries to be right about one pole, the more they risk the negative consequences or overuses associated with neglecting the other pole.

Trying to eliminate one side of a polarity is impossible. Both are needed.

Leading effectively in complexity requires understanding and engaging in the dance between these interdependent poles. It means consciously navigating the tension, seeking to leverage the benefits of both sides while avoiding the pitfalls of overemphasising one.

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04

Are you a swimmer or a spectator? Navigating AI transformation in the pharmaceutical sector

Pharmaceutical leaders have long understood AI’s enormous potential. The technology has been dominating headlines for years, and most organisations are running pilot projects or proofs-of-concept.

Yet, a critical disconnect remains. Many leaders still treat AI as merely another tool (a system to install or a project to tick off) instead of embracing it as a force that’s totally reshaping how organisations think, work, and lead.

The crucial barrier to successfully navigating the AI transformation lies not in the code, but in the willingness to change mindsets and organisational habits. The question now is whether your organisation is ready to its adapt mindset, behaviours, and culture to fully harness AI’s transformative power.

This blog is the first in a series exploring the human side of AI transformation. Not the algorithms, but the leadership behaviours, organisational habits, and cultural conditions that determine whether AI delivers breakthrough value, or fizzles out in siloed, unscalable experiments.

And to begin, we want to start with a deceptively simple question: Are you a swimmer or a spectator?

Because when it comes to AI, the position you take (both individually and organisationally) will define your trajectory more than any tool ever will.

The swimming pool analogy: Where are you standing?

In our new whitepaper, we explore a metaphor that tries to capture the state of AI adoption across pharma today.

Imagine a swimming pool. Some organisations are standing on the edge, observing the water. Some are lingering on the steps, cautiously dipping a toe. A few have already dived in and are quickly learning how to swim. So what does each position really mean, and what can it teach us?

The spectators: Watching from the edge

These are the organisations studying the pool. They’re researching AI, monitoring competitors, attending conferences, perhaps tasking a small working group to explore possibilities. None of this is wrong, per-se. But, paradoxically, this conservative, risk-averse approach could be the most risky.

The pharma sector has historically benefited from long development cycles that shielded it from the pace of external change to some degree. But AI doesn’t follow 10-year cycles. It shifts week by week.

And companies who wait to see how things shake out don’t jwwust risk delay.

They risk irrelevance.

Spectators tell themselves they’re being responsible. But in reality, they’re often paralysed by uncertainty, legacy assumptions, or fear of getting it wrong. And the cost of that hesitation compounds every day.

The edge-waders: Lingering on the first few steps

These organisations are engaging, but only cautiously. Perhaps they’ve launched a proof-of-concept in one function. Maybe a data science team is experimenting quietly with generative AI. They may even have an AI strategy on paper (though rarely one that is truly enterprise-wide).

This is progress, but because siloed experiments rarely scale, it’s often not enough.

These experiments rely on incomplete or poor-quality data. They sit outside core workflows. And critically, they exist in environments where leaders haven’t yet created the psychological safety or empowerment for teams to fully experiment, fail, and learn.

This is the organisational equivalent of someone standing waist-deep in the water, still clutching the rail, telling themselves that a gentle entry is safer. Meanwhile, others are already doing laps of the pool. Organisations in this position may yield interesting prototypes, but lasting value is unlikely.

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The swimmers: Fully in the pool and learning fast

These are the organisations that accept a core trade-off. They recognise that AI isn’t a side project, but a structural transformation that requires full commitment, even without all the answers.

Swimmers understand that you can’t master something by analysing it from a distance. You learn by being in motion. They embrace experimentation, even when it’s uncomfortable. They build cross-functional bridges because they know data, processes, and talent must flow. And they invest in upskilling not as a training exercise, but as a cultural commitment. Their advantage isn’t necessarily in knowing more, but because they are learning faster.

In a world where the pace of technological change outstrips traditional management processes, the fastest learners win.

Why the difference matters now So what are we trying to say? Well we argue that the distinction between spectator, edge wader, and swimmer is existential. AI is already reshaping roles, decision-making, collaboration, and what “good” looks like in leadership. Those who haven’t leapt in yet are likely to be left behind.

That’s because people who work with AI will quickly outperform those who don’t. Teams that embrace experimentation will outpace teams waiting for perfection. And organisations that build cultural readiness will outlast those that focus solely on tools. AI won’t replace people, but people who use AI will replace people who don’t. The question for leaders is whether their current approach and culture is enabling this shift or quietly suffocating it.

The next steps If you’re honest with yourself, where does your organisation sit in the pool today? On the edge? Testing the water from the steps?

Or already swimming and learning?

Understanding where you are is the first step toward meaningful change. But knowing how to move forward safely and effectively is another matter.

In our whitepaper, Beyond the Algorithm: How Pharmaceutical Leaders Can Navigate Cultural Transformation in the Age of AI, we dive deeper into this metaphor and provide practical guidance for leaders on how to leap in, foster collaboration, build psychological safety, and develop the skills and culture needed to thrive in an AI-powered world.

Download the whitepaper to explore how to move from spectator to swimmer, and start leading the transformation today.

05

If necessity is the mother of invention, why hasn’t business become sustainable?

In a recent blog, we explored how leading through complexity requires more than just process expertise or domain knowledge. It demands the ability to navigate polarities.

In other words, managing the interdependent tensions that all leaders need to balance (for example, risk and security, or saving and spending).

Last week, we looked at how, if leaders want to make meaningful progress in complexity, they need tools that help them see the bigger picture. One of the most powerful is systems mapping. In this blog, we turn our attention to how systems mapping can break down decision-making silos, and why cross-functional learning is essential for progress in complexity.

The dangers of siloed decision-making in a complex world In large, highly regulated, and cross-functional organisations, complexity is a constant. Markets and regulatory environments can shift, and myriad internal priorities can compete for attention. In this dynamic environment, leaders can often encounter a stubborn barrier to progress: decision-making silos.

These silos aren’t always the result of poor communication or political turf wars (though they can be). More often, they’re a byproduct of people tackling complex challenges as if they were simply complicated. The difference matters.

As we discussed in our earlier blog, complicated problems have clear solutions. Think of fixing a car engine: it’s hard, but repeatable. If you follow the steps, you’ll likely get the same outcome. Complex problems, by contrast, are unpredictable. The same action taken twice may yield entirely different results. In complex systems what worked yesterday might backfire today (particularly if they involve people).

When teams treat complex situations as merely complicated, they tend to isolate their piece of the puzzle. Each function optimises its own processes, makes its own decisions, and assumes others will do the same. At best, the result is peaceful coexistence, but at worst it can cause conflict. Either way, cross-functional alignment suffers and progress stalls.

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How systems thinking can break down silos Systems thinking gives leaders and teams a way to step out of their silos and see the organisation as an interconnected whole.

Instead of asking, “What’s the right solution for our function?”, it shifts the question to, “What’s really going on in the system?”

At the heart of this approach is collaboratively and visually mapping the system to try and uncover the hidden dynamics driving results. It can reveal a number of important things: Diverse perspectives: When teams map the same system from their own vantage points, they often produce very different pictures.

Sharing these maps uncovers blind spots, assumptions, and competing mental models. This can ultimately drive shared understanding.

Hidden patterns: Mapping systems can reveal recurring behaviours and feedback loops. It can also shine a light on any narratives that keep problems stuck. It distinguishes between facts and stories (like “that team never listens to us”), allowing space to challenge outdated or unhelpful assumptions.

Leverage points: Seeing the full system makes it easier to spot where change could make the biggest impact.

Just as importantly, mapping helps clarify relationships. Silos aren’t just structural, they’re often relational. Through mapping, leaders can start to assess the quality of collaboration across the system: Is it adversarial? Detached? Or genuinely supportive?

Building active mutual support Breaking down silos isn’t about telling teams to “collaborate more.” It’s about deliberately cultivating mutual support and relationships grounded in shared commitment, trust, and follow-through.

This requires a shift in how leaders engage.

In our ‘Leading in Complexity’ programme, we begin with a bold declaration. This isn’t just a vision statement. It sets boundaries for exploration and anchors teams in a common purpose. Without it, systems mapping risks becoming just another brainstorming session.

Next, we map systems as a team. By collaborating like this, people can start to see how their actions affect others (and vice versa). It builds empathy and accountability in ways that slides and reports can’t.

Leaders then learn how to turn concerns into actionable requests, reducing unproductive venting and increasing clarity. This is especially important across functions, where misaligned expectations can easily snowball.

Then, by using techniques like “standing in the result,” teams align not just around problems, but around possibilities. So what they want to create, and how to get there together.

A new leadership capability In complex environments, clarity rarely comes from top-down decisions or perfect information. Instead it comes from seeing more of the system. Systems thinking enables leaders to do just that. It provides a structured way to move beyond reactive firefighting and into strategic, cross-functional action. When we realise that complexity is an enduring tension rather than something to solve, we can work on finding ways to navigate between the polarities that exist in the system, taking action that sees the benefits of both poles over time.

Want to explore how systems thinking can help your teams move from coexistence to collaboration? Get in touch.

06

What happens if you haven’t achieved your breakthrough goals for the year?

The start of a new year often brings reflection on what has been achieved over the past 12 months. For most of us, this will be a mixture of highs and lows, wins and losses, opportunities for learning, and food for thought when goal setting for the year ahead.

If your achievements last year (or the achievements of your team) fell short of the initial ambitions, it’s easy to feel a sense of failure. In turn, this can quickly lead to self-judgement, blame, or comparison. In short, nothing constructive.

In this article, Justin Temblett-Wood explores the concept of failure when it comes to breakthrough goals, and how this can inform goal setting for the year ahead.

What do we mean by breakthrough goals?

It’s important to first consider what we mean by breakthrough goals. We are not talking about a failure to hit minimum performance standards (We’re also not talking about unrealistic pipedreams completely divorced from our current reality, so ambitious no one ever takes any committed action behind it.

Instead, breakthroughs goals are where we have made a commitment and there is a gap between our current belief about what

is possible and the commitment we have made. This is where we are committing to a result that is not predictable based on our past performance and thinking. Think about John F Kennedy’s commitment in 1961 to put a man on the moon before the end of the decade. That commitment created a clearing for a breakthrough to invite innovation, different approaches and a fresh perspective. It launched a hunt for solutions, and ended up changing the world.

Clearly, this commitment may not have come to pass. The eventual landing in 1969 could just as easily have occurred in 1970 or even later. But would this really have been a failure? Or would the technological and scientific advances gained over the decade – thanks to the commitment – have categorised this as a success?

So with this in mind, do we need to think about failure differently when it comes to breakthrough ambitions?

How can we encourage our teams to think about failure differently?

If you’re approaching breakthrough goals and looking to deliver transformative results in 2025, you may need to redefine what you think of as failure.

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The concept of failure is subjective and loaded with emotion. What one person considers a failure, another might see as a valuable learning experience. Instead of focusing on a binary win-lose outcome, reframing the conversation around what was learned, how the team grew, and what positives emerged from the journey is often the most productive stance to take when breakthrough ambitions haven’t been achieved.

Simon Sinek’s concept of shifting the focus from ‘failure’ to ‘falling’ can be useful to think about here. By embracing the idea of ‘falling fast’ rather than failure, you can shift setbacks to be seen as opportunities to learn, adapt, and get back up stronger.

This mindset shift can help maintain morale and prevent the sense of disappointment from hindering future ambition. So instead of thinking about what you didn’t quite achieve last year, focus on what learning the team can take into this year to deliver the breakthrough goals.

Celebrating milestones along the way is another crucial aspect of maintaining motivation and avoiding the perception of failure. Breaking down a large, ambitious goal into smaller, achievable milestones allows for regular recognition of progress and creates a sense of accomplishment throughout the year.

If a leader finds themselves at the end of the year feeling like they have failed, it’s important to look inward. Could their leadership style be contributing to a lack of progress? Are they failing to see the positives and celebrate the achievements of the team? An honest self-assessment is crucial for identifying areas for improvement and ensuring that the team is set up for success in the future.

When do you need to revoke a commitment to a goal?

However, there may be times when abandoning a commitment or a breakthrough ambition may be the most appropriate decision. And this is not necessarily the sign of ‘failure’.

Yet, in our experience, teams aren’t always good at revoking the commitment. In certain business cultures, changing course or revoking a commitment can be seen as a failure, or synonymous with lacking the perseverance or grit to see through a task. But if something’s no longer relevant because strategies or goals have shifted, then revoking commitments is never a failure. In fact, it can demonstrate an ability to be agile, recognising that priorities are not always static and new circumstances can alter both what we work on and how we stay ahead.

For example, a commitment may also need also be revoked if it is having too much distraction from other goals and is having a net negative influence on the team’s other priorities. Often, people stack up commitments and are resistant to letting them go through fear of letting people down or guilt.

This can quickly lead to teams and individuals getting overwhelmed. Decisive action to abandon a commitment can free teams from the burden, and free up the time and resources required to focus on the new priority projects.

If you do need to go down this route, communication is key. Communicating this decision transparently with the team, and ideally involving them in the decision-making process, can prevent feelings of guilt or failure and ensure everyone is aligned on the new priorities.

Achieving breakthrough goals requires reframing our understanding of failure. By focusing on learning, celebrating milestones, and knowing when to adapt or let go of outdated commitments, leaders and teams can create an environment where innovation and ambition thrive.

Looking to create an impossible future? Get in touch to explore how we can help you ignite your ambitions.

07

Why decision-making silos persist (and how to truly break them down)

In today’s fast-paced and high-stakes business environment, the ability to make timely, high-quality decisions isn’t just an operational advantage, it’s a strategic imperative.

Most organisations understand this. They invest heavily in frameworks, governance models, and decision-making protocols.

And yet, many remain stuck in a frustrating pattern: decisions are slow, fragmented, and often duplicated across teams. Silos persist, not by accident, but as a product of deeper structural, cultural, and psychological forces.

They emerge as companies scale, when teams become narrowly focused on their own goals, data, and tools. Over time, unclear decision-making chains, misaligned incentives, and cultural hesitancy to challenge norms compound the problem.

Technology can reinforce this divide when systems don’t connect, leaving teams to operate with incomplete or conflicting information. The result is duplicated efforts and missed opportunities. To make real progress, leaders need to uncover the root causes.

The hidden cost of over-structuring When decision-making stalls, the instinctive response is to double down on process. We see it all the time: • • • • •

New rules for decision-making Tighter escalation pathways Clearer sponsor roles Revised collaboration models Freshly minted operations playbooks

These interventions make sense on the surface. They offer structure, clarity, and guardrails. But too often, they fail to deliver real change. After all, even a very well written manual is often unused, or simply inadequate, for the complexity at hand.

Why? Because these solutions focus on the visible symptoms, not the root cause. They address surface-level issues (often the observable events) but leave the underlying system untouched.

The problems below the waterline To make a real dent in decision-making dysfunction, you have to go deeper. Think of the problem like an iceberg:

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At the top: You’ll find the obvious pain points. Slow decisions, confusion over roles, decisions that keep getting revisited. These are easy to identify and tempting to fix with structure.

As Einstein supposedly said, “You can’t solve problems with the same thinking that created them.” Yet, that’s exactly what many organizations try to do. They throw process at problems rooted in mindset and culture.

Just below the surface: Patterns emerge.

Teams repeat the same habits, waiting for clarity, defaulting to escalation, avoiding ownership. Over time, these behaviours create a culture of disempowerment.

Culture, not checklists

Further down: You hit systems and frameworks. This is where many organizations focus their attention, reworking decision models, reshuffling governance. Still, it’s not enough.

At the base: The deepest layer, the narrative level. This is where the real drivers live.

Beliefs, mindsets, and stories people carry about what’s safe, what’s possible, and who decides. Without reshaping this layer, no amount of process change will stick.

Truly agile decision-making doesn’t come from better escalation matrices. It comes from a shift in how people think, act, and relate. It’s a cultural transformation. One that empowers teams to make fast, smart calls without defaulting to hierarchy or hesitation.

So how can you begin to create the shift?

1. Create psychological safety Agile teams need more than permission, they need safety. When people are afraid of being wrong, they default to silence, delay, or deference. Leaders must actively reduce fear and protectiveness. That means fostering a space where it’s safe to speak up, safe to question, and safe to make (and learn from) mistakes. Read more about psychological safety in our blog from earlier this year.

2. Jump in, don’t hover You can’t drive agile decision-making from the sidelines. Leaders must “jump in” with clarity and intention. This means being decisive about outcomes and encouraging action over analysis paralysis. Waiting for the perfect moment (or the perfect plan) only delays momentum.

3. Lean into productive tension Agile decision-making is not chaos. It’s discipline within dynamic environments. That means holding opposing forces (polarities) in balance: psychological safety and radical candour, or spending and saving, for example. The goal isn’t to eliminate these tensions, but to manage it well. We’ve written about how to master these polarities in a recent blog.

4. Be provocative when it matters Sometimes, real change requires shaking the system. Leaders may need to take a bold stance: “This isn’t working. We’re not moving fast enough. We have to do something different.” Cultural transformation starts with the courage to say the uncomfortable thing, and back it up with action.

The strategic upside When organizations operate at this narrative level, the payoff is significant. In industries like healthcare or pharma, where thousands of decisions are made daily, cultural agility and removing silos directly affects pipeline speed, product delivery, and ultimately, impact. It’s not just about moving faster. It’s about moving better and aligning pace with purpose. Breaking decision-making silos, then, isn’t just an operational challenge. It’s a strategic lever. One that unlocks innovation, increases ownership, and accelerates progress.

If you want to break out of the decision-making trap, get in touch.

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08

How to get your team dreaming big for the new year

The start of a new year is often a time for goal setting, for both individuals and teams.

As a leader, how can you encourage your team to think big and set ambitious goals?

Edmondson identified four dynamics that can hinder psychological safety:

In this article, Justin Temblett-Wood explores how creating a psychologically safe environment could be the key to fostering a culture where people are encouraged and empowered to think beyond the conventional, and strive for something beyond the everyday.

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Fear of looking ignorant - so people don’t ask questions.

Fear of looking intrusive - so people don’t challenge the status quo.

Fear of looking incompetent - so people don’t admit mistakes.

Fear of looking like a negative influence - so people don’t offer critiques.

What does a psychologically safe environment look like?

These fears lead to people setting minimum goals to avoid potential judgement. They stay within the confines of the ‘blob’ and avoid anything that might expose them to criticism.

Creating a physiologically safe environment is about creating a space where people feel able and empowered to step out and declare ambitious goals. It’s a space where people feel confident they won’t be punished or judged for speaking up, asking questions, expressing concerns, or admitting mistakes.

In less empowering environments, where people don’t feel safe or think they’re going to be judged about not behaving a certain way, you tend to see people only setting bare minimum goals. This is typically because people believe that they may be thought of as too ambitious, stupid, or naïve.

Amy Edmondson, who first coined the phrase in an influential journal article, defined it as: “The belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking.”

Unsurprisingly then, teams operating in psychologically safe environments perform more strongly than those that don’t.

According to McKinsey research, 89% of people say that psychological safety is essential in the workplace.

And according to neuroscientist Paul J Zak in his book Trust Factor: The Science of Creating High-Performance Companies, psychologically safe employees are 76% more engaged, 50% more productive, and 50% more likely to stay.

So, when thinking about goal setting for the new year, it may be helpful to first think about psychological safety, and whether your teams feel in a position to declare their ambitions boldly, without fear of judgement.

Without this, the goals you see being set may just be the bare minimum.

So how can leaders foster psychological safety?

While the term ‘psychological safety’ certainly isn’t a new concept, we still find that many leaders underestimate its importance in developing high performance teams. If you find yourself in this boat, how do you address the issue and start creating possibility for your teams?

Firstly, it’s vital to acknowledge the importance of psychological safety. Leaders need to explicitly state their commitment to creating a psychologically safe environment and define what that means for their team. This should be a collaborative effort, involving the team in shaping the expectations and behaviours that will foster this safety. You need to ask, “what are our expectations of each other?”

To counter this, consider different meeting settings, but perhaps also incorporating mechanisms for anonymous feedback and peer-to-peer accountability. For example, anonymous surveys can provide a safe space for team members to voice concerns.

Consider also mechanisms for empowering team members to hold each other accountable for maintaining a psychologically safe environment. This can shift the focus from top-down control to collective responsibility.

Finally, frame problems as learning opportunities. Instead of focusing on blame and judgement, encourage the team to view setbacks as chances to learn and improve.

This shift in perspective can foster a growth mindset where mistakes are seen as stepping stones to success.

A psychologically safe environment is crucial for setting breakthrough goals, as by their definition, they require teams to operate differently and move beyond their comfort zones. This can only happen when individuals feel safe to experiment, take risks, and learn from their mistakes.

Looking to create an impossible future? Get in touch to explore how we can help you ignite your ambitions.

Secondly, leaders must role model the desired behaviours. Saying the right things while acting in a way that contradicts those statements can be more damaging than saying nothing at all. It’s about embodying the principles of psychological safety in every interaction and decision.

It’s also important to develop environments where everyone can contribute. In our experience, the bias in many organisations is towards extroversion, which is largely down to bad facilitation. For example, if you only have one forum for raising ideas – a large meeting – you may find that the extroverts feel safe to voice their opinions, but the introverts are sidelined.

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09

How systems mapping can unlock leadership in an increasingly complex world

In our last blog, we explored the increasing requirement for leaders to be able to navigate polarities. Those interdependent tensions (like whether to lead with autonomy or direction, or to prioritise delivery or sales) that are inherent in complex systems.

These are not problems to be solved, but dynamics to be continuously managed.

That shift in mindset, from solving to sensing and adapting, is one of the fundamental capabilities of effective leadership in today’s complex world.

But recognising polarities is just one part of the picture. If leaders want to make meaningful progress in complexity, they need tools that help them see the system more clearly. One of the most powerful of these tools is systems mapping.

Why seeing the system matters In volatile, uncertain, complex and ambiguous (VUCA) environments, traditional tools and management approaches (often best at fixing linear problems) frequently fall short. As we discussed in our last blog, complicated problems can be solved with expertise and process. But complex problems are different: they are dynamic, unpredictable, and shaped by interactions between many interdependent elements, particularly people.

What works today might not work tomorrow, even if the conditions appear the same.

This means leaders can no longer rely solely on instinct or precedent. They need a way to make sense of what’s really going on.

Systems mapping provides a structured way to uncover the hidden dynamics, feedback loops, and patterns of behaviour that drive outcomes in complex environments.

Mapping reveals what’s really at play At its core, systems mapping helps leaders and teams visualise the relationships, tensions and cause-and-effect dynamics that exist within their environment. It shifts the conversation from ‘what’s the solution?’ to ‘what’s really going on here?’

For example, imagine a pharmaceutical company struggling with delayed product launches. On the surface, it might appear to be a project management issue. But through systems mapping, leaders might uncover deeper patterns. Perhaps a polarity between innovation and risk mitigation, or systemic misalignments between regulatory, commercial and R&D functions.

Rather than jumping to solutions, systems mapping invites leaders to pause, step back, and understand the whole system, not just its parts.

The leadership unlock

From polarities to patterns

So what does this actually unlock for leaders?

If navigating polarities is about managing tension between interdependent truths, systems mapping is about seeing how those tensions fit within a wider web of cause and effect. It’s a complementary capability that deepens a leader’s ability to lead adaptively.

First, clarity. Leaders often feel stuck in the fog of complexity, unsure which direction to take. A systems map doesn’t offer a tidy answer, but it does bring visibility to the forces at play. This enables better-informed decisions and more targeted interventions.

Second, shared understanding. Complex challenges are rarely owned by a single individual or team. They live in the space between functions, stakeholders, and priorities. Systems mapping creates a shared language and visual representation that helps diverse stakeholders see the system together. This can surface assumptions, reveal blind spots, and build alignment.

Finally, it enables more adaptive action.

When navigating complexity, the goal can never be to get everything right at once. Instead, the goal should always be to act, learn, and adapt. With a systems view in mind, leaders can take action more thoughtfully, monitor how the system responds, and adjust accordingly.

The trap of oversimplification In the absence of a clear view, leaders often default to linear thinking. It can be tempting to seek simple fixes for problems that are anything but simple. This leads to unintended consequences, missed opportunities, and burned-out teams.

Systems mapping doesn’t eliminate complexity, but it does give leaders a way to engage with it more effectively. It reveals where energy is being lost, where tensions are stuck, and where leverage for change actually lies.

Leaders who invest in understanding their system, not just reacting to its symptoms, are better positioned to create real, sustained impact. They stop chasing the illusion of certainty and instead start leading with greater clarity, coherence, and resilience.

Our ‘Leading in Complexity’ programme Our ‘Leading in Complexity’ programme is designed for leaders navigating complex environments within large organisations. It provides tools and guidance to effectively lead in a complex world or organisation, particularly relevant for those in dynamic, regulated sectors or requiring cross-functional collaboration.

Taking an end-to-end perspective, the programme aims to help leaders gain new avenues of thinking to create bigger, better results and push beyond previous limits in the face of complexity.

If you want to learn more about the programme, please get in touch.

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10

Embracing breakdowns: How leaders can turn setbacks into breakthroughs

Leaders know that breakdowns can lead to breakthroughs. Honest, data-driven analysis of what’s missing and what’s needed to overcome obstacles empowers individuals and teams to reconnect to their commitments and drive progress. But to truly unlock their team’s potential, leaders must not just manage breakdowns, they must actively seek them out as opportunities to accelerate innovation. It’s a challenge, one that requires courage and foresight.

Leaders who search for breakdowns rather than shy away from them can catalyse rapid growth. However, this approach isn’t about being negative or simply pointing out problems. Instead, it’s about shifting from commentary to action, fostering curiosity, and being fully engaged as a coach, focused not only on finding solutions but on discovering new pathways forward.

By embracing the “How might we?” mindset and empowering their teams to think creatively, leaders can spark the kind of breakthrough thinking needed to achieve their vision faster.

Embrace discomfort for growth Let’s be honest: no one enjoys breakdowns or obstacles on the journey to success. But they are essential to meaningful progress.

Leaders must resist the natural urge to avoid discomfort, instead seeking out breakdowns as opportunities to build momentum. Setbacks provide valuable learning experiences and encourage innovative thinking, which is crucial for adapting to fast-changing circumstances in today’s business landscape.

Step one is a willingness to embrace discomfort. Leaders must step outside the psychological safety they’ve created for their teams (a subject we’ve covered in recent blogs). At the start of any big initiative, everyone’s excited, ready to take on the world. The temptation is to let things go smoothly and avoid shaking up the status quo. But this comfort zone can quickly slide into what Margaret Heffernan calls “wilful blindness” – ignoring potential problems for the sake of an easier, more pleasant experience. It may feel good in the short term, but in the long run, it limits true ambition and stifles progress.

The power of “how might we?”

Instead of avoiding breakdowns, great leaders are always scanning the horizon for potential challenges, even when things seem to be going well. And when they spot them, they don’t shy away but lean in, ready to tackle the obstacle head-on.

Addressing setbacks in real-time not only uncovers hidden commitments that could derail progress later, but it accelerates problem-solving and creativity. These breakdowns aren’t just about external obstacles, they can be cultural or behavioural dynamics within the team that impede forward momentum.

The key to making this approach work is commitment. Leaders should avoid becoming mere commentators who point out issues without offering solutions. Instead, they must lead with a sense of possibility and collaboration, asking questions like “How might we…?” This invites the team to engage in creative problem-solving and focuses on what can be done, not what can’t. This approach creates space for open, honest conversations, where everyone can contribute to finding solutions.

Breakthroughs require new thinking It’s counterintuitive, especially for leaders who are used to having all the answers. But to unlock the full potential of a team, leaders must be willing to let go of their old ways of thinking. Repeating past strategies is unlikely to yield the breakthroughs needed for the future. The only way to achieve lasting innovation is by actively embracing breakdowns and allowing both individuals and teams to experiment with new solutions.

This isn’t an easy path. Human nature tends to avoid discomfort. But facing challenges head-on, asking the right questions, and creating an environment that encourages growth will ultimately accelerate progress and deliver breakthrough results. That’s what leadership in 2025 demands: bold, proactive leadership that thrives on challenges, not one that shies away from them.

Shift from problem-solver to coach Here’s where many leaders go wrong: spotting problems only to swoop in and solve them. This creates a cycle of reactive work that drains energy and prevents true progress. To avoid this, leaders must act as coaches, not rescuers. Coaches know that their role is to develop their team’s potential, guiding them through challenges and encouraging growth. They don’t solve all the problems for the players, they design opportunities that challenge them to push beyond their limits and learn along the way.

Leaders must adopt the same mindset.

They should actively look for opportunities that stretch their teams, providing guidance and support as needed, but ultimately allowing their people to learn, fail, and grow. A strong leader, like a good sports coach, views a tough competitor not as an obstacle to overcome, but as an opportunity to discover new strategies and refine their approach. Every breakdown on the road to success is not just a hurdle to jump over, but an opportunity to test, learn, and innovate.

The role of leaders in an age of change As we continue to navigate the complexities of 2025, a time when technological disruptions like AI, automation, and shifting geopolitical landscapes are reshaping the business environment, leaders need to understand that true transformation begins with honest, transparent conversations. It’s no longer enough to rely solely on systems and processes. Success now depends on the relationships we build, the challenges we embrace, and the way we navigate change together.

By creating environments where breakdowns are viewed as opportunities and challenges are reframed as stepping stones, leaders can build resilient, agile teams prepared to innovate and adapt to the future.

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Whether through fostering psychological safety, encouraging honest dialogue, or continuously pushing for growth, leaders must not just adapt to change, they must lead it, actively seeking the discomfort that leads to breakthrough progress.

Looking to create an impossible future? Get in touch to explore how we can help you ignite your ambitions.

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