Rising Respan
Contents
Contributors
Publisher Cegos UK
Writers
Jonna Sercombe
Milly Gladstone
Simone Sullivan
Gabriela Bran
Lizzie Finch
Cody Rowland
Reuben Fletcher-Louis
Alice Brackley
Ben Heath
Rebecca Woods
Rachel Cise
Lara Mohammad
Scarlet Woods
Editors
Lizzie Finch
Emily Larson
Design
David Onimisi
Brandon Attwood
Photography
Sam Elwin
Printed in the UK by Blissetts Unit 1, Shield Drive, West Cross Industrial Park, Great West Road, Brentford, TW8 9EX
A Note from the CEO
As leadership evolves, one thing remains clear: people are at the centre of progress. Whether it’s managing teams, supporting new leaders, or embedding purpose through CSR, the role of today’s leader is more complex and more vital than ever.
In this edition of Imagine Magazine, we explore the shifting landscape of leadership and responsibility. From increasing workloads with less support in The Leadership Paradox to the overlooked value of middle managers in The Middle Matters (p.08, p.16), these articles reflect the pressures leaders face and the opportunities to do things differently. You’ll also find fresh perspectives on how CSR can be driven from the ground up in CSR Starts with You (p.22).
Together, these stories highlight the mindset, trust, and clarity needed to lead with purpose.
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All rights reserved. No part of this magazine may be reproduced, in whole or in part, without written permission from the publisher. Whilst every effort is made to achieve total accuracy, we cannot be held responsible for any errors or omissions within this magazine.
To work with us please contact: info@cegos.uk or call +44 (0) 2033185753 cegos.uk
Enjoy the read,
Jonna Sercombe CEO
Cegos UK & US
First-tim Managers
Understanding and supporting a key population for organisational performance and transformation
What happens when over 4,000 leaders across the globe speak up about leadership? You get a pulse check on management like never before. Welcome to the Cegos 2025 International Barometer. Lizzie Finch shares the insights.
In a world of hybrid working, digital acceleration, and growing pressure for purpose-driven business, the role of the manager is evolving. But
The Cegos 2025 International Barometer set out to answer just that, a managerial role less than 2 years ago) and 441 HR Directors or Heads
looks like today.
The Current Landscape of Leadership
have reshaped what it means to lead. While many employees still
act of leading people while delivering performance. It’s a high-stakes, high-potential moment for leadership.
Who Wants to Manage, and Why?
The top motivations for stepping into a management role were
corporate ladder, contrary to what 44% of HR professionals believed. This demonstrates a dialogue gap between HR assumptions and what door to more targeted support and career development pathways.
A Generation Stepping Up
reported receiving some form of support when stepping even began. This early investment appears to pay about their responsibilities and equipped to lead, like team leadership, onboarding, communication,
The Reality of the Role
That said, the transition isn’t without its challenges. support their teams on interpersonal development. Pressure from urgent tasks, shifting work habits, recommend management to others.
A Shift in Skills
What do new managers and HR agree is most critical for success? Leadership, communication, and strategic decision-making top the list. But soft skills like empathy, stress management, and feedback delivery are also world of work, technical skills alone are no longer new standard.
they’re not just operational leads, they’re agents of transformation. They’re eager to contribute, ready to and positivity. With the right preparation, support, this generation of managers is poised to lead with purpose, agility, and impact.
The Cegos Barometer reveals a clear picture: roles with purpose and determination. They’re driven by a desire to solve problems, support their teams, with challenges: rising workloads, limited time for team development, and the risk of isolation, the appetite
the role, it’s clear that, when supported early and equipped with the right skills become powerful drivers of performance and change.
in their growth, because the future of leadership is already here.
We support managers and leaders to grow through immersive, practical development. Get in touch to see how we can grow your people and
The Leadership Paradox
Doing more with less is becoming much more common than we’d all like but it’s the reality that we need to face — so why aren’t we able to deal with it better? Why is it so
do about it?
explores some avenues…
What are We Looking at?
Just 20% of managers feel equipped to manage their teams right now. 1
40% of managers said their mental health declined when taking on a managerial or leadership role. 2
Worryingly, this appears to be an upward trend, despite an increasing awareness of the issue and associated long-term risks. We all know that as you climb the
ensure that everybody is adequately prepared for their roles, especially given the impact they have on those around them.3
Importance
The Cause
leadership to business and one such link is of the changing requirements of a leader. As a junior soldier in the early 2000s, I used to look to my senior leaders with awe. Although I would aspire to be like them, in some cases they led with lacked approachability. Roll on some 20+ years and I found myself in this position
Why? I was developed as a leader throughout my career, evolving over time and preparing me for the level for which I was operating.
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