EDGE Spring 2025

THE JOURNAL OF THE INSTITUTE OF LEADERSHIP

SPRING 2025

Flourish or fade?

THE RETURN OF THE BOOMERANG LEADER

Plus Global workplace trends International Leadership Week Transforming your approach

WHAT WILL BE YOUR LEADERSHIP LEGACY? ILW returns for its sixth year this March, transforming a week of awareness into a powerful celebration of leadership and its impact on organisations, communities, and the wider world.

MONDAY 24TH – FRIDAY 28TH MARCH

Inspiring great leadership, everywhere

#ILW25

How to get involved: Share your Leadership Legacy Join the conversation Use the official ILW toolkit Attend an event Host an event Share resources

leadership.global or call 01543 266886

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62 Contents Spring 2025

Update

Voices

8

REFLECTIONS FROM ACROSS OUR LEADERSHIP COMMUNITY

Latest news; research round-up

Debate 13

John Williams, chief executive of the Institute, asks if there is such a thing as an international leader

14

Paul Baross MBE on why you should not underestimate the importance of leading with levity

15

Danny Wareham believes we need to follow universities’ example and embrace the concept of organisational alumni

17

The art of global connection Jose Ucar on building trust and influencing change

The Edge interview

18

Cross-border benefits Prakash Uthaya considers the importance of coaching for emerging leaders

Rob Forkan shares his story of leadership highs and personal lows, encompassing flip-flops, the Rolling Stones and some neardeath experiences along the way

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Spotlight

24

The language of leadership Tassos Katsaris looks at how we can successfully adapt communication across cultures

BOOMERANG LEADERS AND LESSONS IN LEADERSHIP

22

A safe pair of hands?

In the hot seat Dr Helen Smith

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39

“The bravest thing I ever did”

44

Cover illustration: Laura Breitfeld

World view

24

5

Making it happen MANAGEMENT IN PRACTICE

55

Building a lasting impact

56

Context, conversation, commitment

58

Waggle dance

Live and learn

59

MANAGING MENTAL, PHYSICAL AND EMOTIONAL WELLBEING AND DEVELOPMENT

SETTING THE LEADERSHIP AGENDA

Beyond borders

75 Four is the magic number

47

INTERNATIONAL INSIGHT

Building our leaders

Vision Lessons from international leaders

61

49

We’ve got your back

52

CEO activism – does it make a difference?

Whose story? Whose legacy?

Your extended workplace family

62

64

A new direction

Future of work STRATEGIES FOR LONG-TERM SUCCESS

67

Mentor benefits

68

49

Taking a tip from Gen Z

71

The tech drain

72

Building a hybrid workforce

76 Emotional release 78 Menopause in the workplace 80 Book club Belinda O’Neill reviews the latest releases 82 60 seconds with...

Beth Evans

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On the cover SPRING 2025

This issue’s cover illustration is by Laura Breitfeld. Our designer Robyn came up with the concept of ‘flourish or fade?’ to visualise the theme of our cover feature, which investigates whether former leaders returning to the role are a positive step for a firm or a sign of organisational failure. We wanted a cover that was striking and in contrast to the playful photographic route of our Winter 2024 issue. We asked Laura to create a botanical illustration showing some plants blooming and others wilting, to represent each side of the debate. We think she’s done a fabulous job.

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Editor’s letter

Edge is brought to you by: CPL One cplone.co.uk Editor Louise Parfitt louise.parfitt@cplone.co.uk Art director Robyn McCurdy Chief sub-editor Jo Halpin Managing editor Helen King Reporting team Martin Bewick, Tracey Lattimore, Ian Farrell Institute of Leadership c/o JW Hinks LLP, 19 Highfield Road, Edgbaston, Birmingham B15 3BH. Chief executive John Williams Director of events and engagement Rebecca Martin Copywriter Ciara Conway

Good to be back?

Returning leaders raise questions as well as eyebrows By

L

Louise Parfitt

ooking around the world of leadership, some familiar faces are back holding the reins of power in numerous circles.

For many organisations – and people – this may be a 'good news' story: the return of a previous leader to steady the ship again; a trusted pair of hands to bring security and continuity to the company and the team. However, it does raise the question of why the old guard had to come back.

Is it because they care deeply about the organisation they once led and – especially if it is facing troubled times – feel emotionally bound to help out? Or is it the case that there was a void at the top, with no-one equally suited to fill it? If so, is that a sign of organisational failure to nurture emerging talent from within or attract new talent from elsewhere?

We take a deeper dive into the subject on pages 32-37.

We're marking the IoL's International Leadership Week (see page 8) with a cross-section of global voices. Will Forkan shares how his company, Gandys, was born out of the tragedy of the 2004 Boxing Day tsunami, and the challenges of being a young leader thrust into the limelight (pages 24-30).

We hear from Animals Asia CEO Jill Robinson about her biggest leadership lesson (pages 39-43), and Hugh Maxwell explains how teams around the world embed health and safety initiatives (page 61). We also look at communication across cultures (pages 20-21) and global leadership trends (pages 44-45).

Supporting emerging leaders is an IoL priority and includes embracing new leadership styles.

Tiffany Gaskell looks at Gen Z's 'conscious unbossing' trend on pages 68-70, and Rich Howell gives an honest review of his firm's move to a four-day working week (page 75).

As always, if you have a story to share, please do get in touch. louise.parfitt@cplone.co.uk

For advertising sales, please contact ciara.conway@leadership.global Publishing Published in the United Kingdom by the Institute of Leadership.

Disclaimer Copyright 2025 The Institute of Leadership and CPL One. All rights reserved.

Material may not be reproduced without permission of the publisher. While we take care to ensure that editorial is accurate, independent, objective and relevant for the readers, Edge accepts no liability for reader dissatisfaction arising from the content of this publication. The opinions expressed or advice given are the views of individual authors and do not necessarily represent the views of Edge, The Institute of Leadership or CPL One. Edge is printed on FSC-approved paper from responsible sources. Edge takes every effort to credit photographers but we cannot guarantee every published use of an image will have the contributor’s name. If you believe we have omitted a credit for your image, please email the editor.

Clarification In the Winter 2024 issue, a line was removed during the editing process from Henry Stewart's article Smiles all round (Winter 2024, page 14) following the sentence: 'The Kings Fund did a study of hospitals, based on engagement. You won’t be surprised to know that where staff were happy and engaged, patients were too.' The line was: 'But you might be surprised to know that less patients died in engaged hospitals. 5,000 patients per year died in disengaged hospitals – or, as I like to say, 5,000 lives were saved in engaged and happy hospitals.' He wishes it to be noted here for clarity and context.

ISSN 2515-7809 Printed by Paragon paragon.world

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Update

International Leadership Week 2025

N

ow in its sixth year, International Leadership Week (ILW) will run from Monday 24 March until Friday 28 March this year. More than just an awareness week, ILW25 will be a global celebration – an opportunity to reflect, connect and ignite powerful conversations about leadership’s role in shaping our organisations, communities and the world.

This year’s theme, Leadership Legacy, challenges leaders at every level to ask: • What legacy are you building?

• What impact will you leave?

Leadership isn’t just about the here and now; it’s about the future we shape, the values we instil and the paths we pave for those who follow.

How can you get involved?

Join the livestream from Porto We’re kicking off ILW25 live from Porto, Portugal, with our host, Sérgio Salino, and an inspiring lineup of speakers. In partnership with Tribo de Líderes and Macro Consulting, this event will set the stage for a week of transformational discussions.

Date: Monday 24 March Time: 10:00 – 12:15 GMT See https://leadership.global/whats-on/eventlisting.html

Share your insights This year, we’re asking: “What do you want your leadership legacy to be?” Visit our website (leadership.global) and contribute your thoughts for the chance to be featured on our LinkedIn page.

Attend an event Throughout the week, global hosts will explore this year’s theme through thought-provoking panels, workshops and discussions. Find an event that sparks your interest and be part of the conversation.

Host your own event Want to bring ILW25 to your own community or organisation? Take the lead and host an event that encourages meaningful dialogue about leadership and legacy. Let us know about it and we’ll feature it on the official ILW calendar on our website – helping you reach an even wider audience.

Spread the word Download our free ILW25 toolkit, including social media graphics, Zoom backgrounds, and banners, to showcase your involvement. Use #ILW25 and #MyLeadershipLegacy on social media to share your thoughts and experiences.

For more information, head to leadership.global/ whats-on/international-leadership-week.html

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Update

Client news Asda earns Institute accreditation Asda has taken a significant step in its commitment to leadership excellence with its Lead Asda curriculum officially accredited by The Institute of Leadership. This recognition serves as a kitemark of quality, reinforcing Asda’s dedication to industry-leading learning and development.

Through its Talent Hub, Asda provides colleagues at every level with access to inclusive and tailored leadership programmes, apprenticeships and skills workshops. The accreditation validates the high standards and relevance of its leadership training, ensuring it meets the evolving needs of both the business and its people.

Hayley Tatum MBE, chief people and corporate affairs officer at Asda, said: “I’m proud to announce that our Lead Asda curriculum, delivered by our Asda Academy team and our approved faculty, has been accredited by The Institute of Leadership. This professional

recognition sets us apart and illustrates that we provide the most up-to-date and relevant leadership learning content.”

With this accreditation, Asda strengthens its commitment to career progression and social mobility, offering employees the tools to develop, lead and succeed in a dynamic retail landscape.

Devon & Cornwall Police and Dorset Police strengthen leadership with corporate membership Devon & Cornwall Police and Dorset Police have joined The Institute of Leadership (IoL) as corporate members, ensuring that every officer and staff member has access to the latest leadership development resources, mentoring and e-learning. This partnership reflects the forces’ commitment to professionalising leadership, equipping people with the skills needed to deliver their vision and police and crime plan.

Through this membership, employees at all levels can access tailored development opportunities that fit their individual career paths. By embedding IoL learning content into leadership programmes, the forces are ensuring that personal and professional growth remain accessible and relevant.

iStock

Charity-leader support Barrow & Parker has run an open Inspirational Leadership programme, accredited by the IoL to Fellowship application level, for several years now. The six-month course covers the fundamentals of true leadership, with a focus on the pragmatic application of a toolkit in the day job.

Barrow & Parker opened its doors to animal welfare charity colleagues just over two years ago. It initially offered a few places per cohort, but has now increased the number of supported places

A spokesperson for Devon & Cornwall Police and Dorset Police said: “Leadership is a critical component of effective policing, and it is essential that the public and our officers have confidence in the people who lead our forces. Improving leadership is key to rebuilding trust in policing and demonstrating that we are a professional service capable of meeting the high standards expected by the public.”

At a time when resilience and change management are more crucial than ever, this partnership underscores the commitment of Devon & Cornwall Police and Dorset Police to strong, capable leadership – supporting officers and staff in navigating challenges, driving progress and building public trust. that it offers because of demand. More than 60 organisations started their developmental journey in January 2025 – the biggest set of charitable places to date.

Barrow & Parker CEO Beth Evans said: “We don’t want a penny of people’s money – we want them to spend that on the rescue and rehabilitation of animals and birds – and we are delighted that demand for our course has grown so much.”

One delegate commented: “The training has really helped me to build my confidence as a leader and I’m applying the learning in my role, where I’m building up the fundraising team and strategy. ”

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Update

Dates for your diary

IoL staff news Meet the team – Rod and Janet Jones

Leadership Live 2025 Mark your calendars for Leadership Live 2025, the Institute’s flagship summer conference, coming to the Hilton London Wembley on Tuesday 24 June.

This year’s theme, ‘Accelerating Success: Unleashing Team Potential Through Leadership’, will explore how leadership can drive meaningful change and unlock the full potential of teams.

We’re excited to welcome a lineup of influential speakers, including Paul Carney, Tarek Jomaa, Vanessa Pozzali and Tiwalola Adebayo, with more names to be announced shortly. Expect thoughtprovoking keynote talks, hands-on workshops and plenty of opportunities to network with leaders from across industries.

Tickets will be available soon. For more information and to secure your spot, visit our website: leadership.global

At the IoL, we believe leadership isn’t just about the workplace; it’s about making a meaningful impact wherever you are. One shining example comes from our learning quality manager Rod Jones and his wife Janet, whose dedication to education and community development in Nepal has transformed lives for more than 30 years.

Since 1994, they have supported children’s education in Nepal, recognising the stark contrast between private and government schooling, and the barriers to education faced by children from disadvantaged backgrounds. One such story is that of Bhumika, whose entire private education – from early school years to a degree in fashion – was made possible by the couple’s support.

Their commitment to empowering young people through education deepened in 2008, after the loss of their daughter. In her memory, they established a scholarship fund to support children with disabilities, enabling access to schooling that would otherwise be out of reach.

Over the years, their fundraising efforts have expanded to support a wide range of grassroots projects – from school supplies and safe-water initiatives, to sustainable income opportunities for women in rural villages.

Their story is a testament to the power of leadership beyond the workplace – inspiring change, advocating for inclusion, and helping individuals reach their full potential.

Save the dates • Annual Members’ Reception: Thursday 25 September, timings TBC Relocating to Warwick Castle. Tickets will be available via prize draw closer to the date.

• The Leadership Awards 2025: Friday 14 November, 6pm GMT-midnight Our flagship awards ceremony will be held once again at the Hilton London Bankside, with discounted tickets available to our members.

Rod and Janet with two sisters whose education they are supporting in Nepal

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Update

Celebrating a decade in leadership

© Jas Sansi Photography & Film

This year marks a significant milestone for The Institute of Leadership’s deputy CEO Melanie Robinson, as she celebrates 10 years at the IoL. Reflecting on her journey, Mel recalls stepping through the doors of the Institute a decade ago, not fully knowing where the path would lead. Fast forward to today, and she has spent the past 10 years learning, adapting and leading alongside an inspiring team.

“If I could give my younger self one piece of advice, it would be this: growth isn’t about having all the answers – it’s about having the confidence to keep learning. Over the years, I’ve faced my fair share of self-doubt, but I’ve also learned the value of embracing challenges, seeking out great mentors and trusting my instincts. Leadership isn’t about having a perfect plan; it’s about adapting, listening and empowering those around you.”

You can hear more from Mel on pages 47-48.

New faces at the IoL The Institute is pleased to welcome two new members to the team.

Lydia Maley has joined as events coordinator. Lydia is no stranger to the world of membership and corporate fundraising, having previously worked with the Royal British Legion and Young Enterprise.

Her career has spanned a variety of sectors, including education research, teaching English in Thailand, and the fitness and leisure industry, all of which have shaped her adaptable approach to event planning.

Lydia describes her move to the Institute as serendipitous, discovering the role just after delivering a major strategy-launch event at the House of Commons. Now, she’s excited to play a key role in delivering engaging, high-impact events for our growing community.

Outside of work, Lydia has a passion for holistic health and wellbeing, is a trained Reiki practitioner, and loves travelling and exploring different cultures – a passion sparked by six months spent in Australia as a child.

Meanwhile, Nicholas Nicolaou brings a strong background in finance, consultancy and technology, and a wealth of experience to his role as digital project support officer. He began his career in banking, with Santander and Barclays, before transitioning to Ecorys UK, where he worked alongside the European Commission and Erasmus+ as an assistant finance project manager.

He then moved to DXC, supporting NHS projects and high-security initiatives requiring clearance, before taking on his current role.

Nicholas was drawn to the Institute by the opportunity to help shape its project management team in its early stages, playing a key role in establishing processes that will drive long-term success. A Prince2 Foundationcertified professional, he is passionate about structured project delivery and digital innovation.

Beyond his professional life, Nicholas takes pride in his Cypriot heritage and has the rather unusual hobby of beekeeping!

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Update

Research round-up A round-up of recent research on leadership and management from across the UK and internationally

Reimagining leadership – a global forecast

Leadership has never been more critical, complex or demanding, as organisations face global disruptions, such as the Covid pandemic and the rise of artificial intelligence. Today, the health of an organisation increasingly depends on the strength and adaptability of its leadership. Leaders must navigate volatility, drive innovation and guide teams through transformation, all while fostering a human-centred workplace that nurtures talent and delivers results.

Yet, the modern leadership landscape is in crisis. Leaders are overwhelmed by the expanding scope of their responsibilities.

Many are contemplating leaving their positions and younger generations are viewing leadership as less appealing, creating a talent-pipeline risk just when strong leadership is needed most.

Key insights from the DDI’s Global Leadership Forecast 2025 reveal critical gaps in leadership development. Leaders are struggling with essential future-focused skills, such as setting strategy, managing change and identifying emerging talent – skills vital for long-term organisational success, but often underdeveloped. For example, 64% of leaders identify setting strategy as essential, but only 37% have received training to do this. Similarly, 61% of leaders view managing change as critical, but just 36% have developed this skill.

At the same time, the growing demand for personalised development and continuous feedback highlights the gap between leaders’ needs and what organisations are currently providing.

Leadership takeaway: Organisations must transform leadership development into a future-focused strategy that equips leaders with the necessary skills, support and sense of purpose to navigate complexity and achieve long-term success. Read the forecast findings at ddiworld.com/research/global-leadership-forecast-2025

A decade of disruption The 2024 KPMG Global CEO Outlook report, based on insights from more than 1,300 global business leaders, highlights how CEOs are navigating a decade of disruption while maintaining confidence in their organisations’ futures. Despite ongoing geopolitical and economic volatility, leaders are making bold investments in artificial intelligence (AI), talent development, and environmental, social and governance (ESG) initiatives to drive sustainable growth. AI adoption remains a top priority, with CEOs recognising its transformative potential, but also acknowledging the need for workforce upskilling and ethical implementation.

Meanwhile, the return-to-office debate continues, with a growing divide between CEO expectations and employee preferences. ESG remains a strategic focus, though leaders are adapting their messaging in response to shifting stakeholder expectations.

Leadership takeaway: Future-proofing an organisation requires a balance of innovation, resilience and adaptability. Embracing AI, investing in people, and navigating ESG challenges with clarity and purpose should be top priorities.

Find out more and read the full report at kpmg.com TOP FIVE FACTORS THAT KEEP EMPLOYEES IN THEIR JOBS

1 Competitive compensation 2 Flexible work hours 3 Strong job security 4 Positive relationships with colleagues 5 A trustworthy and respectful manager Source: Korn Ferry Workforce Report 2024

Debate

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SHARING THOUGHTS AND IDEAS 14 Can you lead without levity?

Forget laughter at your peril

15 Jobs for life How to get better at saying goodbye

The international leader Is there such a thing?

I

n thinking about ‘international leadership’, three assumptions often prevail: 1 Foreign places are different.

2 The difference is dependent on distance.

3 Some are not really ‘foreign’.

Let’s look at each. First, the idea that ‘foreign places are different’. Well, yes, most of them are – how, though? Geography, obviously.

Language, often. Culture, religion, climate, the way people dress. Any or all of these, and more, can be characteristic of another country.

We need to remember, though, that appearances are invariably deceptive and places may be different in unexpected ways. For example, those approaching Middle Eastern markets with an assumption that management culture and behaviours will be, respectively, Saudi Arabian, Emirati or Qatari, will be surprised by the complexity of organisational makeup in the Arabian Gulf. Employees at every level might hail from anywhere in the world, and the plethora of nationalities in that geography creates a complexity that even seasoned leadership figures have found challenging.

How about the impact of distance? Hardly.

The nearest country to the UK is France and our mutual cross-Channel snarling goes back to legendary times. From a leadership perspective, French firms and the public sector are more hierarchical, and employer-employee relationships differ widely between our nations.

Thus, travelling relatively short distances can produce major leadership challenges, even for someone who speaks both languages well.

Indeed, it has been said that when you speak another language you learn to think in new ways

By

John Williams

“ANYONE WHO HAS BEEN A LEADER IN MORE THAN ONE COUNTRY WILL KNOW THAT UNFAMILIARITY BEGINS THE MOMENT WE STEP OFF THE PLANE”

associated with the culture of that language’s home country. That may be true, yet proving it by being a successful leader in another country might take some doing. I’m keen to hear from people who have been leaders in a country where they need to speak a second language; there is nothing like evidence to settle a debate!

My third point is an obtuse one. We can assume that a ‘foreign’ country is familiar before we get there. The five English-speaking nations are often assumed to be so similar in nature that leadership can be practised in similar ways in any of them. Sometimes, this principle stretches to the notion that any English-speaking – or even any Commonwealth – nation will welcome a UK-leadership style. That assumption falls apart on contact with reality. Churchill described Britain and America as ‘two countries divided by a common language’, and he didn’t just mean the spelling. Anyone who has been a leader in more than one country will know that unfamiliarity begins the moment we step off the plane.

Call me old-fashioned, but I have always found Hofstede’s cultural dimensions theory the most enlightening guide to the potential pitfalls of leadership internationally. Even a superficial exploration of his principles gives myriad examples of esoteric-sounding – yet operationally vital – concepts, such as power distance and uncertainty avoidance. We keep ourselves ignorant of these things at our peril.

Taking an international perspective on leadership demands that we open our minds and allow our assumptions to be challenged, without feeling as if we just got dismantled. Leaders who thrive internationally are brave enough to explore – and learn from – the unfamiliar.

John Williams is chief executive of the Institute of Leadership.

Debate GUEST OPINION

14

Can you lead without levity?

In the corporate world, laughter often takes a back seat to seriousness. Is this a mistake?

L

eadership is no laughing matter – or is it? Throughout history, great leaders have wielded humour as a powerful tool to inspire, persuade and disarm. From Abraham Lincoln’s witty anecdotes to Winston Churchill’s razorsharp quips, humour has often played a key role in diffusing tension and rallying people behind a common goal.

Research from Stanford University suggests that shared laughter in teams increases cohesion, trust and productivity.

It acts as a social lubricant, breaking down hierarchical barriers and encouraging open, authentic communication. Laughter releases endorphins, reduces stress and fosters a sense of belonging – qualities that are critical for team success. Yet many leaders shy away from using humour, fearing it might undermine their authority or come across as unprofessional.

In my work training leaders, politicians and even royalty in the art of communication, I’ve seen first hand how humour can be a superpower when wielded with care. Churchill famously said: “A joke is a very serious thing.” And he was right. Leaders who use humour effectively don’t just lighten the mood; they create memorable moments that stick in minds and hearts, making their message resonate.

However, humour is not without its pitfalls.

To be effective, it must be authentic, inclusive and well timed. Misplaced levity can alienate rather than unite. Leaders must tune into their team’s rhythm and culture, using humour as a bridge to foster connection rather than a barrier that highlights differences. The best humour comes from a place of empathy and understanding, not at anyone’s expense.

Beyond lightening the mood, humour can spark creativity and innovation. When people laugh, their mental barriers lower, creating an

By

Paul Boross

“LEADERS MUST TUNE INTO THEIR TEAM’S RHYTHM AND CULTURE, USING HUMOUR AS A BRIDGE TO FOSTER CONNECTION RATHER THAN A BARRIER THAT HIGHLIGHTS DIFFERENCES”

environment where ideas can flow freely without fear of judgement. It’s no coincidence that the most innovative teams often describe their workplace as ‘fun’. At Google – where I had the privilege of working with their leaders for many years – levity is actively encouraged as part of the culture, with a clear understanding that humour is an enhancement to creativity and collaboration.

Still, the question remains: can you lead without levity? Perhaps – but will you be as effective without it? As organisations strive for innovation and agility, levity could be the overlooked ingredient that separates good leaders from great ones. The leaders who embrace humour create workplaces where people feel valued, connected and engaged. Take, for example, a leader facing a high-pressure pitch meeting. By opening with a lighthearted remark, they not only ease the tension, but also demonstrate confidence and approachability. That brief moment of laughter sets the tone, allowing the team to perform at their best.

As workplaces continue to evolve – especially with the rise of remote and hybrid models – the role of humour in leadership is more critical than ever.

Virtual meetings can feel rigid and transactional, but a touch of levity can transform the atmosphere, making us feel more connected, even across screens.

Leadership isn’t about being the funniest person in the room; it’s about creating an environment where everyone feels comfortable, inspired and able to contribute. As the philosopher Henri Bergson said: “Laughter is life’s great equaliser.” Perhaps it’s time leaders embraced it as a vital part of their toolkit.

Paul Boross MBE is a globally recognised authority on communication and leadership. Known as The Pitch Doctor, Paul is a bestselling author, award-winning speaker, and host of the acclaimed Humourology podcast. He was runner-up for the Leadership Excellence (Individual) Award 2024.

Debate GUEST OPINION

15

Jobs for life We need to get better at saying goodbye to – and keeping in touch with – former employees

W

hen Alex handed in her resignation, the response felt chilly. Her manager barely made eye contact during the handover, the goodbye email was perfunctory, and the send-off gift – a bottle of wine – felt more like an afterthought than a token of appreciation.

By the time Alex walked out of the office on her last day, it was clear she wasn’t just leaving a job; she was being ghosted by a workplace that no longer wanted her.

For Alex, it was a jarring experience. Years of effort, collaboration and loyalty had been reduced to a transactional farewell. She couldn’t help but wonder: why did leaving a job feel like ending a relationship on bad terms?

The concept of a ‘job for life’ has evolved significantly over the past few decades, with notable changes in employee tenure and employment patterns.

In the UK, more than 1 in 10 individuals have not stayed with a single employer for more than a year, and almost 1 in 5 has a maximum tenure of less than two years. One study found that 18- to 23-year-old employees are more likely to have held three to five roles in a year than a single employment position. However, many leaving experiences appear to imply a belief that employee loyalty to long-term tenure should be a given.

This juxtaposition – the legacy loyalty expectations of employees and the reality of modern, transient employment patterns – combined with our social-psychological needs to belong, conform and be part of a group, can often lead to the leaving experience feeling more punitive than pleasant. Surely there’s a more positive approach available? One

By

Danny Wareham

“THE LEGACY LOYALTY EXPECTATIONS OF EMPLOYEES AND THE REALITY OF MODERN EMPLOYMENT PATTERNS CAN LEAD TO THE LEAVING EXPERIENCE FEELING MORE PUNITIVE THAN PLEASANT”

that employers, managers and organisations can use that actually adds value rather than simply being a poor experience?

The answer might lie in an unlikely place: universities. Universities recognise that their role is in creating future success for students – even if those individuals’ future successes are not within the university system itself.

Students’ time with them is finite and, as a result, universities manage multiple approaches that ensure their off-boarding process is anticipated, efficient and positive.

They create opportunities for leavers to stay connected with peers and the organisation, should they choose to do so.

They champion their in-role achievements and celebrate their post-study accomplishments. They invite leavers to share their experiences and build deeper relationships.

This irony is not lost on Alex. Her university keeps in touch, checking in on how her postgraduate experience is going.

While Alex has no intention of returning to university, she is proud to recommend her alma mater to others.

Imagine if Alex’s organisational leaving experience was comparable. If her employer was able to say: “Look at how Alex grew here, and what she achieved during her time with us.” If there were opportunity to champion her achievements, maintain the relationship and build advocacy.

Now imagine the impact for the employer: people’s brand perception of the organisation, how it attracts future talent and – like universities – how it creates the competitive edge in a challenging market.

Organisational alumni. Let’s make it a thing.

Danny Wareham is an organisational psychologist, accredited coach, speaker and certified psychometrician.

x Qualifications to develop leaders who can thrive in the global business landscape.

ABE is an awarding body which has been at the forefront of international business education since 1973. Working with The Institute of Leadership, we are developing an outstanding suite of future-facing qualifications which offer a dynamic and skills-focused approach to modern leadership, underpinned by a strategic approach to business management.

The first release is the ABE Level 5 Diploma in Business Management and Leadership. It is a unique and accessible 120-credit Level 5 Diploma, designed for professionals who are looking to step up to a leadership role, or current leaders who want to develop the skills to ensure their business and team achieves its full potential. This will be followed by a suite of Level 3 qualifications with further releases planned throughout 2025.

Learn more at www.abeuk.com or follow us on ABE Global became an independent subsidiary of The Institute of Leadership in 2023.

Voices

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REFLECTIONS FROM ACROSS OUR LEADERSHIP COMMUNITY 18 Cross-border benefits Emerging leaders

I

20 Language of leadership Cross-culture communication

The art of global connection The 3 Cs of global influence Trust is the gateway to influence, and influence is the ability to inspire action and positive change across borders. To wield this influence effectively, I recommend the 3 Cs approach: the conveyor, the coach and the challenger.

n today’s interconnected world, creating global connections is not merely a strategy; it’s an art. The foundation of this art lies in trust, a universal language that transcends borders, cultures and industries.

Trust is not an accident; it’s built when knowledge, empathy and authenticity converge. These three elements are not just values; they are active practices that shape how we connect and influence others on a global scale.

The three pillars of building trust Knowledge. The first step in building trust is understanding. Understanding yourself, your audience, your topics and the context in which you operate. When you bring expertise and awareness into your interactions, you establish credibility, showing others that you are prepared and reliable.

1

1

The conveyor. As a conveyor, you share knowledge and ideas clearly and concisely, providing the information people need to take action. You respect their perspective by delivering value while leaving space for their insights.

How to build trust and influence change By

Jose Ucar

2

Empathy. Knowledge alone isn’t enough. True trust emerges when we actively listen and engage with others, seeking to understand their experiences and perspectives. Empathy bridges the gap between ‘us’ and ‘them’, creating a sense of shared humanity.

3

22 In the hot seat Leadership Q&A

Authenticity. Finally, authenticity is the glue that holds it all together. People trust those who are genuine, who remain consistent in their words and actions. It’s feeling comfortable in your own skin. Authenticity invites others to do the same, fostering an environment of openness and connection.

When knowledge, empathy and authenticity align, trust increases, becoming the cornerstone of meaningful global relationships.

“TRUST IS THE GATEWAY TO INFLUENCE, AND INFLUENCE IS THE ABILITY TO INSPIRE ACTION AND POSITIVE CHANGE ACROSS BORDERS”

2

The coach. Coaching is about guiding others to discover their own solutions.

Rather than handing over answers, you empower individuals and teams to think critically, fostering independence and growth.

3

The challenger. The role of the challenger is to push boundaries. By asking the right questions and introducing new perspectives, you encourage innovation and drive others to reach their full potential.

Each of these styles plays a unique role in creating global connections, and the key to success lies in adapting them to the context and needs of your audience. However, none of this is possible without trust. Trust enables you to be a conveyor, a coach and a challenger without resistance, creating a ripple effect of influence.

Jose Ucar is an international communication and influence expert, and author of the bestselling book Global Influence. He is a passionate advocate for creating connections across borders and helping business professionals to communicate with impact and confidence.

Voices LEADERSHIP REFLECTIONS

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Cross-border benefits Uthaya Prakash Santhanam on the importance

of coaching to developing emerging leaders

The interrelation of the modern world has brought noteworthy shifts in leadership styles in the global landscape. International leadership, branded by its multicultural nature and cross-border positions, contributes to enormous opportunities for innovation and growth. It requires robust cross-cultural management, adaptability, agility and strategy that aligns global aspirations with local sensitivities.

Key leadership challenges 1. Global talent management. Attracting, retaining and managing talent across borders is a critical challenge. This further elevates the need for leaders to nurture commitment and dynamics among geographically distributed

teams, exploring issues such as differences in time zones and workplace cultures. Furthermore, rivalry for skilled professionals has strengthened, making it critical for leaders to create convincing employee value propositions and cultivate development opportunities.

2. Adjusting to geopolitical ambiguity.

Geopolitical events, such as regulatory changes, trade wars and political instability, openly influence international business operations.

Leaders need to have the skills to anticipate risks accurately, being clearly aware of the geopolitical context, and make data-driven and informed decisions to mitigate disruptions.

3. Navigating cultural diversity. One of the most vital skills is managing cultural diversity effectively. Stakeholders and team members

Voices LEADERSHIP REFLECTIONS

come from wide-ranging cultural backgrounds, with different languages, role expectations, norms and communication preferences. Lack of understanding of these matters leads to misunderstandings or even conflict. Leaders have to develop social and cultural intelligence, and have the ability to understand, respect and adapt to cultural variances.

4. Technological distraction. The swift and fast pace of technological developments is an added pressure for international leaders.

Managing how and when you adopt inventions such as automation, gig economy, artificial intelligence (AI) and blockchain requires technical skills, knowledge and strategic planning to incorporate these technologies commendably. Moreover, the digital divide among regions could generate differences within teams and is an additional layer of complexity for international leaders.

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Key prospects 1. Global exposure for leaders. Operating internationally provides leaders with unique opportunities for personal and professional growth. Exposure to different cultures, markets and business practices enhances your adaptability, decision-making and strategic-thinking capabilities. These experiences also prepare you to handle complexity and ambiguity with confidence at a global level.

2. Accessing fresh markets. International leadership allows organisations to tap into emerging markets, expanding their customer base and growing their revenue streams. Leaders are able to benefit from opportunities in regions with untouched prospective, varied products and services to match local inclinations.

3. Modelling a sustainable future. International leaders have the prospect to impact global sustainability interventions. This can be strongly aligned with the United Nations’ 17 Sustainable Development Goals (SDGs), enabling leaders to drive progressive change and enhancing brand reputation, combined with stakeholder trust.

4. Technology for international collaboration.

Digital tools have changed the landscape of international team-work preferences. Platforms for managing multiple projects, virtual meetings and real-time communication enable better collaboration across boundaries. Technological tools aid leaders to drive efficiency, build dynamic teams and nurture innovation, in spite of physical remoteness.

“THE DIGITAL DIVIDE AMONG REGIONS COULD GENERATE DIFFERENCES WITHIN TEAMS AND IS AN ADDITIONAL LAYER OF COMPLEXITY”

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5. Driving innovation with diversity. Demographic diversity and culture within teams cultivates a solid ground for innovation and respect for each other. Dissimilar viewpoints and problemsolving methodologies enhance discussions and promote creative solutions. International leaders harnessing diversity in an effective manner drive their organisations to greater heights.

The territory of international leadership is as sophisticated as it is satisfying. Several challenges include cultural diversity, geopolitical unsteadiness and technological interruption, which require a high level of adaptability and strategic thinking.

Nevertheless, chances to initiate and drive innovation, new market expansion and generating a lasting impact on global challenges make this a thrilling and impactful area. By successfully embracing diversity, leading with purpose and leveraging technology, international leaders help to navigate complications and shape a future that is sustainable, prosperous and inclusive.

The skills to balance local realisms and global aspirations differentiate successful leaders in the interconnected world.

Uthaya Prakash Santhanam has more than 20 years of transformative experience spanning the Asia Pacific, North Africa and Middle East regions. Renowned for his expertise in organisational change management and cultural and digital transformation, he has consistently driven impactful initiatives that align organisational strategies with business goals at regional and global levels.

His ability to distil complex ideas into actionable insights has established him as a trusted and influential voice in leadership and HR communities worldwide.

KEY STRATEGIES TO PROSPER IN THE INTERNATIONAL ARENA

Tips for international leaders to seize opportunities include: • Technological acumen. Reskill and upskill to make sure you are proficient in the use of emerging technologies, so you can help ensure impactful technological integration in your teams.

• Cultural competence. Make the effort to understand and learn about various cultures, to help nurture an inclusive working atmosphere.

• Stakeholder engagement. Establish strong relationships with diverse stakeholders, and align organisational goals and culture with stakeholder expectations.

• Agility and resilience. Remain adaptable to economic ambiguities and geopolitical changes.

• Purpose-driven vision. Incorporate ethical and best practices with a high level of integrity into organisational strategies.

Voices LEADERSHIP REFLECTIONS

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The language of leadership Tassos Katsaris on adapting communication across cultures

L

eadership is often viewed as a set of innate traits or skills, but this perspective misses a crucial element: leadership is built through communication. From a social constructionist standpoint, leadership emerges not in isolation, but in the dialogue between leaders and their teams. This idea is especially critical in international leadership, where cultural norms and communication styles shape how leadership is understood and enacted.

delegation are perceived. Richard D Lewis’s model of cultures highlights how linear-active, multiactive and reactive approaches align with varying attitudes towards power and responsibility.

In low-power distance cultures, leaders are expected to delegate widely, empowering subordinates. However, in high-power distance cultures, decisions often rest with the leader and delegation is more cautious.

This dynamic impacts how leaders structure their teams and manage expectations. A directive style may alienate multi-active teams, while a hands-off approach might confuse reactive teams accustomed to centralised decision-making.

Leaders must navigate these complexities by recognising cultural preferences and aligning their communication accordingly.

Leadership as a construct of communication Traditional leadership models focus on the individual leader’s authority or charisma.

However, the social constructionist approach reframes leadership as a collaborative process.

It’s through conversations, shared narratives and mutual understanding that leaders influence their teams. This co-creation of meaning is vital in multicultural settings, where different cultural frameworks shape how messages are interpreted.

For instance, leaders from linear-active cultures such as Germany and the US may rely on direct, structured communication to delegate tasks. In contrast, leaders in multi-active cultures, such as Spain and Italy, prioritise relational and expressive interactions. Meanwhile, reactive cultures, such as Japan, emphasise indirect communication and harmony, requiring leaders to be patient and attentive. Adapting to these styles ensures that leadership remains effective across diverse contexts.

Cultural diversity and leadership challenges Cultural differences do not only affect how leaders communicate, but also how authority and

Practical strategies for multicultural leadership

“CULTURAL DIFFERENCES DO NOT ONLY AFFECT HOW LEADERS COMMUNICATE, BUT ALSO HOW AUTHORITY AND DELEGATION ARE PERCEIVED”

Navigating cultural diversity requires intentional effort and practical strategies. Here are key approaches to enhance leadership effectiveness across borders: ■ Adapt delegation styles: tailor your approach to suit cultural expectations. For linear-active teams, focus on detailed plans and timelines.

With multi-active teams, prioritise relational engagement before delegating tasks. For reactive teams, ensure all voices are heard before making decisions.

■ Build cultural intelligence: understand the norms, values and communication styles of the cultures you lead. Cultural intelligence enables leaders to anticipate challenges and adapt effectively.

■ Encourage inclusive dialogue: foster an environment in which team members feel safe to express their views. This is particularly important in reactive cultures, where indirect

Voices LEADERSHIP REFLECTIONS

communication may hide valuable insights.

■ Leverage universal tools: use storytelling

to connect across cultural divides. Stories grounded in shared values can unify diverse teams, even when other forms of communication fall short.

■ Communicate clearly: avoid idiomatic expressions or assumptions that may not translate. Instead, use straightforward language to ensure messages are understood as intended.

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Leadership through a cultural lens Leadership in a multicultural context is not about imposing a universal style, but about embracing adaptability. By seeing leadership as a co-created process and understanding the cultural nuances of communication and power, leaders can foster

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trust, alignment and collaboration. Adopting a flexible approach – one that integrates cultural intelligence with practical strategies – ensures that leaders meet the unique needs of their teams while navigating the complexities of international environments.

In today’s globalised yet fragmented world, the ability to lead across cultures is not optional, it’s essential. Leaders who place communication at the heart of their practice will not only bridge divides, but also create inclusive environments in which diverse teams can thrive.

Tassos Katsaris is an economist and business psychologist with 25 years of experience in banking, telecoms and professional services. As an organisational development consultant, trainer and coach, he specialises in leadership development, performance optimisation and culture transformation.

Voices FELLOW Q&A

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How does the landscape of your sector affect those challenges?

IN THE HOT SEAT

Dr Helen Smith

The current landscape is challenging for employers across industries, with increasing pressures and responsibilities imposed by governmental regulations. These additional demands require significant time and accuracy, often pulling leaders away from their primary responsibilities. Navigating these obligations while maintaining team performance and engagement is an ongoing challenge.

Edge meets Dr Helen Smith, a leadership coach, mentor and trainer, and director of Enhancing Leadership consultancy and the Coaching and Leadership Academy

What are you focusing on from a leadership and management perspective?

What does leadership mean to you?

My focus is on aligning ethical principles with our mission to guide our interactions with one another and all stakeholders. Ethical practice is fundamental to our operations and serves as a protective measure for everyone within the organisation. Effectively cascading these values across all levels is essential to maximising the benefits of an ethical workplace.

Leadership, to me, is about inspiring my team and ensuring everyone is clear about our collective and individual goals. It also involves providing the necessary support to help them achieve these objectives. Effective leadership requires strong communication skills and a deep understanding of each team member. If I do not know them well, I may miss subtle signs that indicate when they need additional resources or intervention.

As a leader, I prioritise getting to know my team members individually and developing a comprehensive understanding of their strengths.

This enables me to orchestrate their unique skills in a way that benefits the entire team. Knowing them personally also allows me to align my approach with their values and goals, fostering an environment of meaningful support.

How do you develop your people?

My preferred approach to developing my team is through coaching. This method is highly flexible and can be applied in real time to various scenarios.

It supports learning, encourages problem-solving, and empowers individuals by making them responsible for their own growth. Additionally, it fosters trust, as team members recognise that they are capable, while also knowing they can seek guidance if needed. This approach ensures that personal and professional development happens at a pace that suits each individual.

What are your main leadership and management challenges?

One of the main challenges in leadership, postpandemic, has been addressing the increasing wellbeing needs of employees. There is now an expectation for hybrid working options, which, while beneficial, also introduces challenges in maintaining team cohesion and communication.

High-performing teams require strong interpersonal connections, and remote or hybrid models can sometimes hinder this dynamic.

A key focus of mine has been fostering an appreciation of each team member’s skills and attributes. By continuously embedding and reiterating the importance of collaboration, I aim to ensure that team members recognise and complement each other’s strengths.

“ONE OF THE MOST IMPORTANT LESSONS I HAVE LEARNED IS TO NEVER ASSUME THAT OTHERS WILL AUTOMATICALLY UNDERSTAND MY PERSPECTIVE”

What is your biggest leadership lesson over the past year?

One of the most important lessons I have learned is to never assume that others will automatically understand my perspective, even when I provide context and background, and involve them in the process. Sometimes, despite these efforts, they may still struggle to see the bigger picture.

In such cases, I need to exercise patience and be prepared to start from the basics, to ensure clarity and shared understanding.

Would you like to feature in the Hot Seat?

Email louise.parfitt@cplone.co.uk

81%

OF MEMBERS SAID THEIR TEAM’S PERFORMANCE HAS IMPROVED. Share your story.

Contact ciara.conway@leadership.global

leadership.global or call 01543 266886

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The Edge interview

Rob Forkan

After the storm He has collaborated with the Rolling Stones, worked with Bloomingdale’s, and was endorsed by Sir Richard Branson. He has established a global clothing business and supports underprivileged children, from Malawi to Mongolia. But life hasn’t been easy for Rob Forkan: he was orphaned during the 2004 tsunami, suffered burnout and had life-threatening sepsis twice.

His latest mission? To support leaders, teams and individuals to thrive

Writing Martin Bewick

Photography Beth Faulder Photography

A

s the founder of Gandys – a sustainable lifestyle brand, with total revenues of more than £20m, that has also helped create better futures for more than 40,000 underprivileged children around the world, Rob Forkan can, at the very least, be described as a very successful entrepreneur.

Gandys began in 2012 as a flip-flop brand.

It sold 350,000 pairs globally within two years, and secured multimillion-pound investments from business leaders such as the founders of ASOS and Mountain Warehouse. It built a global retail presence through strategic partnerships with luxury department stores and retailers, including Liberty, Selfridges, Bloomingdale’s, John Lewis and Schuh. Forkan also developed

“EVEN BOYBAND ONE DIRECTION WORE GANDYS FLIP-FLOPS”

collaborations with McLaren, the Rolling Stones and Virgin. Even boyband One Direction wore Gandys flip-flops.

Yet these facts and figures don’t quite do justice to Forkan’s story – and neither do they really reflect his current mission at his new business, Regrow. There, as founder and chief resilience officer, Forkan’s goal is to empower leaders, teams and individuals to thrive, equipping them with the tools to stay strong under pressure, inspire each other, and make sound decisions, even when circumstances seem infinitely challenging.

It’s the word ‘resilience’ that is key here, and it’s perhaps what inspired Sir Richard Branson to say of Forkan: “Rob’s story is beyond humbling and one of the most inspiring stories I have ever heard.”

To understand that, we need to take a

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The Edge interview

trip back to 2004. In December that year, Forkan was travelling the world with his family. They had reached Sri Lanka – then everything changed.

The holiday resort they were staying at was hit by the Boxing Day tsunami, which claimed the lives of an estimated 228,000 people in 14 countries across the Indian Ocean. Forkan and his siblings survived. His parents didn’t make it.

“I lost my parents in the tsunami 20 years ago, and founded Gandys with my brother, Paul, because we wanted to give something back to the local community there, who showed us so much care,” Forkan says. “Through Gandys, we built kids’ campuses in Sri Lanka and around the world in memory of our parents. These campuses are a safe place where children receive an education and get support with everything from food to therapy to borrowing books.”

Now, he says, he’s on a mission to help share with others the emotional and psychological lessons that helped him through those difficult years.

“It’s about finding resilience,” he says. “It’s about helping others overcome obstacles, and finding the balance that lets you achieve your goals. That’s what we’re trying to do now with Regrow. Resilience is more than a skill for life; it’s a necessity.”

Best-laid plans Forkan is speaking to me from his home in Cumbria, on the edge of the Lake District and the coast of the Irish Sea. “It’s beautiful here, and it’s easy to keep healthy,” he says. “I can go for a run on the beach, or go cycling. We did lots of photoshoots up here for Gandys, and when my wife and I got back from a sabbatical travelling, we thought it would be a good place to try something different.

I knew that I was going to be building Regrow, and the peacefulness has helped us to get it off the ground. It’s helped us stay focused and not get distracted.”

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Rob Forkan

“POST-TRAUMA GROWTH MEANS YOU CAN ACTUALLY COME OUT HIGHER THAN WHERE YOU WERE BEFORE THE TRAUMA OCCURRED. AND THAT’S ME. I WANTED TO USE THE EXPERIENCE AS A FORCE FOR GOOD AND TURN IT INTO SOMETHING MEANINGFUL”

Entrepreneurial spirit

Life away from the buzz of London, where they lived previously, didn’t always go to plan, however. In a short space of time, Forkan suffered two rounds of life-threatening sepsis.

“It mildly obliterated my insides,” he says casually. “I might look fine on the outside, but inside they’re still being repaired. And yet, all in all, I’m good. I think if I can go for a run or hike up a mountain, then I’m doing OK. Compared with last year, this year has been much better.”

Forkan says these latest experiences have only added to the layers of resilience he has developed over time.

“My parents pulled me out of school at 13 because they wanted us to have a different kind of life,” he says.

“I’m dyslexic, too, so if you ask me about resilience, I have my own take on it. For me, it means there’s always a rainbow after a storm. I know that from the life I’ve had. You never know what’s around the corner, and all you can do is pick yourself up and carry on.”

Of course, for most people, ‘carrying on’ doesn’t mean starting a global business. And yet, for Forkan, an entrepreneurial spirit is something that has been there from the start.

“My parents were entrepreneurial,” he says, “and that helped shape the way I am. My dad’s parents had come to England from Ireland. They began with nothing, but also started to run their own little businesses. As a kid, I knocked on doors to see if I could wash neighbours’ cars, and I helped my parents with their businesses, doing mailshots and licking stamps. One business was a social enterprise, and we put on fashion shows for universities, schools and hospitals, selling excess stock from big fashion retailers. These became real community-based events. I saw the commitment my parents put into it, which taught me valuable lessons from a young age.”

Growing up with this unique upbringing was an education in itself. “We had travelled to India and I volunteered there. When I realised I wanted to honour my parents’ legacy, and everything they taught us – the life lessons, the values – I decided to build a kids’ campus in their memory.

I was only 25 or 26, but I thought, yeah, I’ll give it a go. It seemed like a tall order, but now we’ve got 10 campuses for underprivileged kids all round the world.”

For everything he has achieved, Forkan says it’s the campuses of which he’s most proud – “absolutely, more than anything”. Of course, the funds needed to build the campuses weren’t raised through goodwill alone. That depended on commercial success, which Forkan says took him on a steep learning curve.

“Backpacks are Gandys’ bestselling product,” he says, “but we started out by selling flip-flops. It shows my naivety and lack of business awareness at that time. I mean, in the UK, flip-flops typically sell for a tenner and only have a two-month shelf life. We learned some lessons with that.”

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The Edge interview

At the same time, however, the novelty of Forkan’s plan had advantages.

“When we were selling flip-flops, no one saw us as a threat commercially,” he says. “It meant we managed to get some incredible collaborations – with the Rolling Stones, McLaren, Liberty. Where most people would never get a collaboration, or get charged a huge licence fee, they would do it all for free for us. McLaren had connections with Brazil, and we ended up building a kids’ campus there – they were up for doing something good. Being the little flip-flop guys in the corner worked to our advantage.”

Making it big By working with global brands, the Forkans got to ‘mirror’ how they go about their own businesses.

“You’re working with their marketing and creative teams, and you have to up your game,” he says. “That was a brilliant experience for us.

Then, second to that, you get exposure via their millions of followers and their customer database.

In that way, there are huge pros to partnerships.

The con is that sometimes you’re in danger of it becoming a distraction. You still need to home in on your own business objectives, your own brand and your own identity.

“Without focus, that could potentially be a downside, but the experience was one I thoroughly enjoyed. The exposure really helped us grow. We sold our backpacks and flip-flops, and we pivoted to online selling when the pandemic hit – and we built the kids’ campuses and helped 40,000 kids around the world.”

Success, however, was not without its challenges. “To achieve it all, I was ‘on the ground’ every day, managing staff, managing everything, getting caught up in every situation,” says Forkan. “You’re running at a hundred miles an hour and working so hard it’s impossible to 10 YEARS OF THE GANDYS FOUNDATION

• After losing their parents in the 2004 Boxing Day tsunami, Rob and Paul Forkan were deeply moved by the support of the local community in Sri Lanka and founded sustainable lifestyle brand Gandys in 2014 • Gandys achieves revenues of £20m+ • The Gandys Foundation provides children in some of the world’s poorest regions with the educational support they need to get a better start in life • 10% of every sale funds projects around the world, with Gandys partnering local charities to help empower children to find a way out of poverty through education • £600,000+ donated • 5,000+ children supported annually • 10 campuses built, from Guatemala to Bali

completely switch off. Doing that day in, day out, I started to feel like I was suffering burnout. I was tired and needed a change, to unplug and maybe see a bit of the world again.”

Finding balance The need to pull back, take some time out, reset and discover a better work-life balance led Forkan to launch Regrow with his wife, Dr Roisin O’Regan.

As a medical doctor, O’Regan had spent years guiding patients through health and positive lifestyle choices, working with the likes of Fortune 500 CEOs and athletes to help them find balance in their lives.

“She was breaking down the kinds of myths that say top CEOs only sleep three hours a night,” says Forkan. “Because it’s just a lie. You can’t do that. You can’t be making huge decisions with people’s lives and money if you’re not on top form. You need to look after yourself if you’re also looking after others.

“At Regrow, we provide resilience workshops and believe in the power of prevention. It’s about that time, pre-burnout, and looking after people before the time when they have become too stressed and their mental health has become an issue.”

Forkan says that Regrow’s mission, ultimately, is to help employees take control of their health and wellbeing, inspire them into healthier lifestyle choices, foster their mental strength, help them become resilient, and create a happier, more productive workforce. He’s also interested in how people overcome obstacles and setbacks, and learn to thrive.

“Everyone has some kind of trauma at some point,” he says. “It could be going through a divorce, it could be redundancy, the loss of a child or a grandparent, or struggling to pay an expensive mortgage. There are so many things we go through. We talk a lot about how events such as these leave people with posttraumatic stress disorder [PTSD], where your mental health plummets.

“But there’s another type of reaction, too, which you can call PTG, or post-trauma growth.

It means you can actually come out higher than where you were before the trauma occurred. And that’s me – I’ve ended up coming out in a better position than I was in after losing my parents.

I wanted to use the experience as a force for good and turn it into something meaningful. How can we help people do that?

“There are different types and levels of resilience. But what does that mean for leaders, teams, employers, individuals? The answer really matters. Understanding it may stop

Rob Forkan

“YOU CAN’T BE MAKING HUGE DECISIONS WITH PEOPLE’S LIVES AND MONEY IF YOU’RE NOT ON TOP FORM. YOU NEED TO LOOK AFTER YOURSELF IF YOU’RE ALSO LOOKING AFTER OTHERS”

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30

The Edge interview

Rob Forkan

Power of the people

“ENERGY IS EVERYTHING IN THE WORKPLACE, BUT NO-ONE HAS AN UNLIMITED BATTERY. COULD WE NOT CREATE SOME BETTER HABITS FOR THE LONG TERM THAT KEEP OUR ENERGY LEVELS UP MORE CONSISTENTLY?” someone from needing to be signed off work for months. And, of course, if we can’t help people with their problems and they spill over, what does that do to the rest of a team?

“For me, energy is everything in the workplace, but no-one has an unlimited battery.

No-one can keep going for ever. So, what is it that enables you to recharge for the long term, not just the short term?

“A short-term recharge might be having a spa weekend, but after that do you go straight back to the bottles of wine and the Deliveroo?

Could we not create some better habits for the long term that keep our energy levels up more consistently?”

Through his own experiences, and those of his wife, Dr O’Regan, Forkan says he understands that workplace wellbeing can’t be maintained through any one-sizefits-all approach.

“One of the big challenges you have as a business leader,” he says, “is that you’re the person driving things forward. You’re the one who’s got to keep everyone on track. We don’t want to be sidetracked from our goals and, maybe because of that, when it comes to individual health and wellbeing, we see a lot of companies just signpost solutions. For example, they’ll give employees access to a wellbeing app. But every individual is different.

“There may be a young person in the office whose just completed an ironman challenge or an ultra-marathon, and they might look at your wellness programme and not relate to it at all. Or, again, I heard of one team where an employee had died from cardiovascular disease.

The company ordered in some pizza to cheer the team up. It just wasn’t appropriate. So every situation is different, and some people are more or less resilient. We should remember that the most valuable lessons we learn in life are from individuals. Nothing beats that.”

In the end, Forkan says, developing resilience and overcoming life’s traumatic episodes is about time. That’s the case whether you’re building resilience into your business or looking after your individual wellbeing.

“I’ve likened the process of overcoming what life throws at you to sitting around a campfire at night,” he says. “The fire is blazing and it’s so, so hot. All you can see and feel are the flames, and everything is really intense. But, as time passes, the fire starts to die down and it’s not as hot.

“Later, you can use the fire to do something positive – to heat water or cook some food. You find you can use its energy to do something powerful and good.

“That’s what I did with Gandys. And if you stay with the fire, you find it’s morning again and the sun is coming up; it’s a new day and the sky is clear and blue. The fire’s embers are still glowing and will burn you if you poke them, you’ll feel their heat, but it goes out over time.”

Forkan’s personal fire has brought him from flip-flops and campuses to resilience training, and from the Indian Ocean to the Irish Sea. It’s a journey in which resilience has been used as a force for good – and it’s one that feels far from over.

Martin Bewick is a writer and editor at CPL One.

Sarah Trueman

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Spotlight

Boomerang leaders

Breathing new life or a wilting problem?

Is hiring ‘boomerang leaders’ a failure of good succession planning – or strategic leadership development in action?

Writing Peter Crush

Illustration Laura Breitfeld

I

f there’s one thing leaders seemingly cannot stomach, it’s watching businesses they used to run (but latterly stepped away from) go awry.

And so it was that at the tail end of last year one of Britain’s bestknown bosses – Allan Leighton – sensationally returned to Asda (the company where he had been CEO from 1996-2000) as its executive chairman. Tasked with reversing the fortunes of a business losing ground on its competitors and on the verge of losing its status as the UK’s third-largest supermarket chain, Leighton was unapologetic. Despite being 71, and despite the three to five years he thinks a recovery might take, he said: “The pull was just too much.”

He “didn’t like the idea it [Asda] wasn’t doing well”, so Leighton became the latest former grandee joining the ever-growing ranks of what commentators are calling ‘boomerang leaders’ – those who used to lead, then quit, but have now returned (see box on page 37).

But why re-hire former leaders (some of whom might have quit under a cloud)? Is an old hand really what’s needed during periods of high uncertainty – and what does this say about the company’s ability to identify, nurture and promote talent from within if boardrooms so easily default to their black book of former bosses? Shouldn’t firms in dire need of transformation be looking forwards, not backwards?

Woo-back reasons “I’m convinced boomerang leaders are an increasing trend,” observes Nik Kinley, a leadership consultant and author of Re-writing Your Leadership Code, who has personally placed more than 1,400 executives. “There’s a growing trend, at all levels, for organisations to take less risk. Boomerangs are the output of this.”

According to Katleen De Stobbeleir, professor of leadership at Vlerick Business School, it’s no surprise that boomerangs are very much a ‘now’ phenomenon. “A lot of businesses are in distress, trying to adapt to unpredictability,” she explains.

“With turbulence, stability is needed. It becomes a conscious choice for organisations to want to woo people back who are familiar with the business.

They know the culture, know the stakeholders and can hit the ground running. This is seen as preferable when the alternative is inertia.”

Peter Ahye, CEO at Hexagon Consultants, sympathises: “Sometimes, staff morale is so through the floor, and the company is so off the rails, that a steadying hand is what’s needed most.”

Despite the appeal of recruiting a former heroic leader, Kinley (plus others) is deeply critical and worried about this. “Organisations re-hiring former leaders are relying on past memories of performance to try to predict a better future,” he says. “The board wants to feel in control; but the very fact they’re doing this in the first place

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Spotlight

“IS AN OLD HAND REALLY WHAT’S NEEDED DURING PERIODS OF HIGH UNCERTAINTY – AND WHAT DOES THIS SAY ABOUT THE COMPANY’S ABILITY TO IDENTIFY, NURTURE AND PROMOTE TALENT FROM WITHIN?”

is a sign of failure and that the board’s judgement should be questioned.”

Ahye adds: “The markets aren’t stupid. They’ll see it for what it is – which is being desperate.”

Samantha Price, talent solutions director at Morson Talent, agrees: “While bringing someone in that knows the DNA of a business might be appealing, the danger is that it can be seen as an emergency hire.”

Reverting or revolutionising?

Fundamentally, there is concern about what former leaders are being brought in for and whether this is the right solution going forward, from an internal and external perspective.

“A mistake companies make is treating turbulence as a crisis [one needing leadership change], when, really, it’s a more enduring and ongoing thing,” says De Stobbeleir. “Reverting to an old hand may be misreading the longer-term needs of the business.”

“If boomerangs are brought in to steady the ship, they are not often the right people to drive what the company is really needing – a new direction,” adds Ahye, while Price believes that familiarity with the company can sometimes “lead to resistance to change and actually hinder innovation at critical moments”.

Before Starbucks brought back Howard Schultz (the first time), its share price had fallen by 42%. Two years into his re-hire, its stock had jumped 143%. Data such as this undoubtedly drives company decisions to persuade their former stars to shine once more.

However, limited studies about re-hired CEOs show this impact is not typically the norm (nor long-lasting – hence Schultz being needed on several occasions to turn around Starbucks’ fortunes). Most recently, a 2020 MIT Sloan Management Review study revealed that companies led by boomerang CEOs underperformed by 10% compared with companies led by first-time CEOs. If a returning CEO was the founder, they have an even larger negative impact, says De Stobbeleir, adding that, overall, boomerang leaders tend to

Boomerang leaders

“revert back to their old stubborn ways and don’t innovate enough”.

What about emerging leaders?

On another level, experts say that boomerang hires are indicative of poor internal succession. A former flame coming in will extinguish the fires of those hoping and being groomed to be the next CEO. “The morale of those who thought they were in line to move up will certainly take a hit,” says James Berry, founder of the UCL MBA. “Emerging leaders need to feel they are developing, with an outcome they can see. If they then see someone else parachuted in on the strength of their previous tenure, they may feel it is they who have to leave.”

Is all of this being too harsh, however, and could bringing people back – most of whom will have added to their skill set before returning – actually be an exercise in good leadership strategy?

Not just an easy option Some say there are always two sides to the coin: “For their return to be successful, boomerang leaders will need to be up front about what new experiences they bring, what’s going to be different this time around and what new perspectives they can add,” says Melanie Franklin, director of Agile Change Management, and chief examiner for the Agile Change Agent qualification from APMG International. “They almost have to say ‘forget what you know or think about me; circumstances are different now and these are my priorities’.”

But isn’t it their previous track record that makes firms want to bring back a former leader in the first place? Among those who appoint C-suite leaders – including, occasionally, ex-CEOs to their former companies – there is frustration that the outside world may see this as an ‘easy hire’.

“I get frustrated when I hear how bringing back a former leader is lazy,” opines CEO appointer Mark Freebairn, partner and head of the board practice and financial management practice at headhunter Odgers Berndtson. “Most organisations go through highly textured briefings about the skills they are seeking. If a former leader wants to contribute again, and the company is hiring, it is entirely reasonable that they talk. While I think it opens up a conversation, their prior history isn’t what gets their foot through the door again; it’s what their current skill set is and how it matches the needs of the organisation.”

The growth perspective The most important question organisations need to ask is whether they are assessing what

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Spotlight

they need well enough to justify a boomerang leader, says Price, adding: “A returning leader has just as much potential to destabilise as they do to bring positive change.

“If a previous leader is brought back, a conversation needs to be had with the talent pipeline to make sure they understand why they weren’t suitable at that moment in time, but still could be in the future. Someone’s perfect timeline to take over could be in 12 months – but that’s something they at least need to realise.”

In Allan Leighton’s case, he might have been away from Asda for nearly a quarter of a century, but he’s remained largely within retail, having spent time at the Post Office and the past nine years at The Co-operative Group. This, say some, means he – and other boomerangs who have stayed in touch with their sector – will have developed as leaders.

“People who leave tend to continue building their skills,” concedes Berry. “People do lose their networks over time, but what they gain is diversity of thought. It’s also fair to say that returning leaders are often much better at being able to negotiate the sort of change they think needs to be done. What maybe matters more, though, is whether a returning leader left under a cloud. If they left on a high, took on board more experience, but their old company kept in touch, that’s a triumph of leadership strategy.”

So, will UK plc see more boomerangs bossing their way back? Many think so. Mike Greene was the youngest chairman and longest-serving board member of the Association of Convenience Stores, and now mentors CEOs. He says: “In turbulent times, experience and wisdom often outweigh the allure of fresh faces.

“A leader who has navigated past crises is often better equipped to confront today’s storms.

They bring battle scars and lessons learned that untested successors simply can’t replicate.

In times of economic uncertainty, companies can’t afford the learning curve that comes with onboarding someone new.”

Greene accepts, however, that not every returnee will be a visionary, and that to be truly successful they need to demonstrate they are able to adapt and evolve, as well as steady the ship – what he calls, simply, “being fit for purpose”.

The pull-back factor One thing that can’t be ignored is the appeal, for some returnees, of having unfinished business, or even seeking redemption if they did leave in less positive circumstances. “Every successful

“THEIR PRIOR HISTORY ISN’T WHAT GETS THEIR FOOT THROUGH THE DOOR AGAIN; IT’S WHAT THEIR CURRENT SKILL SET IS AND HOW IT MATCHES THE NEEDS OF THE ORGANISATION” leader is a narcissist to some extent,” quips Kinley. “Personal vindication can absolutely be a strong lure to come back, and in uncertain times, people’s nervous systems are crying out for the predictability boomerangs seemingly give.”

While the trend for returning leaders might be continuing, Kinley still doesn’t like it. “To me, bringing back a leader stinks of performance anxiety. If companies are genuinely distressed, they need to do something radical. If a boomerang reintroduces the old culture, it can warp how information flows within organisations – so I would say that any business needs to be careful about how a returning leader comes in.”

Boomerang leaders

Jonathan Maude, managing partner of international law firm Vedder Price says: “When an organisation needs a quick fix, these individuals have the knowledge, history and experience of the company to return and sit in the big chair for as long as needed. I don’t think it’s just a case of ‘hitting the ground running’; it’s deeper than that – certain methodologies are understood better.”

Ahye predicts we will see many more boomerangs: “I think more organisations are looking for a safe pair of hands right now than to massively disrupt things. There will always be a risk this comes across as desperate, but that’s partly how communications around it are managed.”

De Stobbeleir doesn’t advise it, “because it doesn’t usually end up with better results”, but she can see why it happens. “Hiring boomerangs must always be about the strategy they say they will bring. That’s the best way for all leaders, ultimately, to be judged.”

Peter Crush is an award-winning HR-specialist journalist, writing about all aspects of leadership and the world of work.

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BACK TO THE FUTURE

Some recent boomerang leaders: • Allan Leighton was Asda CEO from 1996 to 2000. He returned to Asda as executive chairman in November 2024.

• Elliott Hill joined Nike as an intern in 1988 and worked his way up to president of consumer and marketplace before he left in 2020. He returned as CEO last October.

• Kevin Plank, founder of Under Armour, left his position as company CEO in 2020. He returned to the role in April 2024.

• Sergio Ermotti was CEO of UBS Group from 2011 to 2020. He returned in April 2023 as group CEO. • Bob Iger returned to Disney as CEO in November 2022, after stepping down as executive chair and chairman of the board in 2021.

• Howard Schultz returned to Starbucks three times – most recently as interim CEO and member of the board of directors in April 2022. In 2023, he stepped down from the board, but remains chairman emeritus.

• Steve Jobs is one of the most famous boomerang leaders, even though his boomerang tenure was some years ago. After being forced from Apple Computer in 1985, Jobs came back in 1996 to take up the reins again. He turned Apple into one of the most powerful companies in the world.

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Lessons in leadership

‘The bravest thing I ever did’ Frank feedback from a colleague rocked Animals Asia founder Jill Robinson’s world, to the extent that she completely overhauled the company culture.

Louise Parfitt finds out what changed and how

Animals Asia

B

eing told that you are a s**t manager is not the feedback any leader wants to hear. So when a co-founding member of the charity Animals Asia said this to CEO Jill Robinson MBE in 2007, it shook her world. “I really took it on my shoulders and I thought, ‘OK, how are we going to deal with this?’”

At this point, Animals Asia was nine years old, and it was full steam ahead on progressing its mission to end bear-bile farming and the trade in dog and cat meat, and improve the lives of captive animals. “We were so focused on the programmes and the work in the field: investigations, rescuing bears, writing up reports, education and raising

funds, the whole nine yards of bringing everyone with us – and that part was working well. But it wasn’t translating into good management and leadership in terms of building up capacity internally within the organisation. I was so busy trying to make what I thought were the best decisions, but others in the organisation weren’t being empowered.”

Around this time, at a conference in India, Robinson met Kirvil Skinnarland, from Seattle, who offered her strategic expertise for free to help the charity resolve the issues. One of the first things she recommended was carrying out an organisation-wide survey, but she warned Robinson that it would not be easy. “She said that

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Spotlight

most CEOs, when they undertake such exercises, find it too embarrassing, too confrontational, too uncomfortable, so they wash their hands of it when they see the results. I promised her we wouldn’t do that,” says Robinson, who refers to that time as one of “the worst and the best”.

The survey showed that, while programme direction was good, administration was poor: there were bottlenecks in senior management when it came to making decisions, and others in the organisation were not being given the opportunity to take charge of their areas of expertise – to make mistakes, to succeed, and to develop.

Robinson then did what she claims is one of the bravest things she has ever done: she shared the results. “We shared all the feedback with everyone in the foundation, so we could come together as a team – and we literally changed everything about the management processes of the organisation. I can proudly say that, now, our capacity training is sound and we have the most competent, loyal people in leadership positions.”

It was huge educational experience for her.

“Before this, I had not managed. So, it was a steep learning curve! I discovered so much about what it means to lead – and to lead well. Steve Jobs [cofounder of Apple] said there’s no point bringing

“I WAS SO BUSY TRYING TO MAKE WHAT I THOUGHT WERE THE BEST DECISIONS, BUT OTHERS IN THE ORGANISATION WEREN’T BEING EMPOWERED”

in professionals and telling them what to do; you need to have your professionals telling you what to do. Now we have strategic planning and feedback processes, where communication and honesty are key. Staff know they can come to me and tell me if they think processes or I am wrong, or if there is another way – a better way – of doing things.

“I see our amazing managers, directors and leaders in this organisation really owning their decisions now, and I believe we have significant trust within the foundation because of that one pivotal moment in 2007.”

Starting out Robinson had dreamed of being a vet when she was younger, but “flunked” chemistry and physics, so that dream was put on hold. Her father wanted her to have a secure career, so encouraged her to become a secretary, a role she held at the BBC and Thames Television.

When she moved to Hong Kong in 1985, she started working as a veterinary assistant and then as a representative for the International Fund for Animal Welfare (IFAW), and she felt she had returned to her original calling to work with animals. “By the time I founded Animals Asia

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Lessons in leadership

and we started rescuing bears with, then, minimal veterinary staff, I was very comfortable working hands-on with the vet team, as my earlier work had stood me in good stead,” she says.

When she and her four colleagues set up Animals Asia, Robinson admits they “didn’t have much of a clue” about running a business. “What we did have was total passion and tenacity to start something that would help bring about change in animal welfare.”

She was aware, though, that she was a British woman working for change in a different country and culture. From the start, Animals Asia was very much a locally based organisation – her four co-founders had been born in Asia or had lived there for a large part of their lives.

“The thing we wanted from the start was to bring in local teams who understood the local culture, operating procedures, legalities and politics; people who really knew their stuff on the ground. We needed a vet, of course – someone who could talk professionally about what we were doing in the animal-welfare arena. We also needed a qualified accountant and legal support.

So we began hiring the relevant professionals, and Animals Asia was born.”

Another steep leadership learning curve was realising that they couldn’t take on all animal-welfare issues, but had to channel their resources strategically.

“In the early days, we wanted to do absolutely everything, and that was becoming a flashpoint in terms of how we operated – it was too easy to go off at a tangent and try to take on lots and lots of other welfare issues.

“We had to focus, so we chose the three programmes of ending bear-bile farming, ending the consumption of dogs and cats for meat, and improving the lives of captive animals. And that’s exactly what we continue doing today.”

The power of local More than 25 years later, and after the 2007 management transformation, Robinson is rightly proud of what the charity has done – although she stresses there is still so much more that she wants to do.

“We have rescued 700 bears. We’re the only non-governmental organisation (NGO) to have an agreement with the Vietnam government to end bear farming by 2026. Dogs and cats have been removed from the livestock list in China. Many NGOs don’t achieve their founding goals, but we’ve reached this point with our bear-farming campaign in Vietnam, and, together with the authorities and non-governmental groups in China, we have made progress on the dog and cat campaign.”

THE STORY OF ANIMALS ASIA

In 1993, when I was working for IFAW in Hong Kong, I got a call from a journalist friend who’d just been to a bear-bile farm. So I and a couple of friends went to one such farm in southern China to take a look for ourselves. How the bile was extracted was like an industrial secret, so the tourists were kept well away from the bears.

While the farmer and his wife were trying to sell the bear bile to the group we were with, we snuck away. We went down some stairs into a basement and discovered what I can only describe as a living hell. This dark room was full of caged Asiatic black bears, with long metal catheters protruding from their abdomens, through which their bile was extracted. I saw a whole catalogue of injuries that these bears suffered – and was just walking around in absolute shock. Then I felt something touch my shoulder, so I turned around to see a female bear had put her paw through the cage bars.

I knew nothing about bears and did quite the most stupid thing I’ve ever done in my life – I reached out and held her paw [pictured]. It was only later, after rescuing bears, that I knew how reckless this action had been, because caged and maltreated bears can, understandably, be aggressive. But she didn’t hurt me at all; she just kept squeezing my hand and we got lost in a moment between us. I knew there was a message there and that everything would change – and it did. That bear sowed the seed of what became Animals Asia, because I just couldn’t forget what I had seen and the industry of bear-bile farming.

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Robinson is also proud of how the company supports its staff. “We have veterinarians who started off as interns, and who our senior veterinary staff supported through their journey to become junior vets and who are now overseeing the veterinary department in our second sanctuary, in Vietnam.

“We have also trained the first veterinary nurse in Vietnam – this role does not traditionally exist in Vietnam.”

More than 90% of Animal Asia’s employees are from local communities and the Vietnam sanctuary will be run entirely by the Vietnam team within the next five years. The company is also making progress with equality, diversity and inclusivity policies, encouraging people to apply for jobs they really want to do, no matter what gender they are or from what background they come.

“We tell applicants and staff, if you are a man and you want to work in the nutritional team, please go ahead and apply for it. If you are a woman and you want to apply for the horticulture team, again, please do. Historically, in those two departments, horticulture was for the men and nutrition was for the women – but, today, all this has changed and people apply for whatever job they prefer.”

“THAT OLD SAYING, ‘DON’T SWEAT THE SMALL STUFF’ – IT COULDN’T BE MORE WRONG. THE SMALL STUFF REALLY MATTERS”

Kindness goes a long way As a leader, Robinson is very aware of the place of her charity in the communities with which it works. It is not just about having staff with local knowledge; it is also about working with the wider community, such as the bear-bile farmers, users of the product, and the next generation. She traces the work back to the charity’s core values of tenacity, respect, empathy and courage, which all come under the umbrella of kindness.

“We work here in Asia, and around the world, with local NGOs, governments, supporters, and stakeholders in these industries, so that no-one is badly affected as a result of our work here.”

When Robinson first did her research in the 1990s, she was somewhat surprised to find how medically effective bear bile is – and such was its value that she knew there needed to be effective alternatives.

“We’ve worked with doctors and traditional healers to promote the alternatives,” she says.

“We have also formulated, with the traditional medicine community in Vietnam, a herbal balm that can be used on bruises and other complaints.

It works just as well as bear bile, and we give it away for free at community health clinics every month. We’re working with local schools to grow these herbal plants, too, and continue to spread awareness that there are alternatives to using bear bile.”

The charity is also aware that, when a bearbile factory is closed, the farmer is losing a huge portion of their livelihood. In China, the charity has always compensated the farmers: “We don’t want them to be struggling to provide for their families because of our actions,” Robinson says.

In Vietnam, the situation is slightly different regarding the economic wealth of the people involved in bear-bile farming, so the charity still engages with them, but on a different level. “For example, we invite them to come to see their bears at the sanctuary, and celebrate them for having the integrity to give up their bears on the bear farm,” she explains.

Sweating the small stuff Robinson was made an MBE (Member of the Most Excellent Order of the British Empire) by Queen Elizabeth II in 1998, for her animal welfare work.

When she reflects back on all that she has done since, how does she feel?

“I feel inspired,” she smiles. “Inspired to keep it going, because not only have we stayed true to ourselves, but we have also stayed true to the campaigns that we started all those years ago. I am so grateful to everyone who has been with us – my co-founders, our colleagues and, of

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Lessons in leadership

course, our supporters, because, without their help, we couldn’t be doing half of what we’re doing today.”

Now some of its original goals are in sight, Animals Asia is working on different projects with the authorities in China, on the issue of human-bear conflict.

“Bears are encroaching onto farmland as more land gets taken over by agriculture. The bears are opportunists and see a ready food resource near their habitat, but they are getting hurt or killed by farmers who are trying to protect their crops or their livestock, or even themselves and their families. So, we are working with the government on effective programmes to protect the farmers and community, while also protecting the bears.

“In addition, we’re talking about succession planning for our sanctuaries, especially in Vietnam, when bear farming is going to end and bear numbers reduce over time at our facilities.

What are we going to be doing next? What species are we working to help? It’s going to be a big part of our next strategic planning meetings in June, when we all get together again.”

Is there anything else Robinson would share with others when thinking about the course of

leadership so far? “Communication should never be underestimated – it’s key to finding solutions and addressing uncomfortable problems. And that old saying, ‘don’t sweat the small stuff ’ – it couldn’t be more wrong,” she says.

“The small stuff really matters because the small stuff becomes the big stuff – and unless you do sweat the small stuff, you’re in danger of seeing almighty problems on your hands if the small things aren’t addressed.”

ON MENTORING

My first mentor, and the person really responsible for me starting an organisation in Asia, was Virginia McKenna, from the Born Free Foundation, who starred in the film Born Free, about Joy and George Adamson. I saw her in the film when I was eight years of age and just fell in love with her. Many years later, I met her in Hong Kong when she was coming out to do an investigation of the Hong Kong Zoo, and we became friends.

In 1997, I picked up the phone to her and said: “I’m thinking of starting an organisation to focus on ending bear-bile farming.” I thought that she would go into detail – “Have you considered this? What are you doing about that?”, and so on. As soon as I finished jabbering on to her, there was a short silence and she said: “Just do it.”

She’s been my mentor ever since. To this day, if I have really difficult problems, I’ll often think, “what would Virginia do?” and I’ll get my answer.

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Spotlight

World view Lord Mark Price reports on global

workplace trends revealed by a recent survey and considers the lessons they provide for leaders throughout the world

A

fter 34 years at the John Lewis Partnership, the final 10 running Waitrose, I have spent a lot of time thinking about and seeing how global trends impact people and performance, and understanding how leaders can best support employees through change. When I left Waitrose, I set up WorkL, a global employee-experience platform that helps organisations improve productivity, retention and commercial success.

WorkL’s recent Global Workplace Report (December 2024) analyses anonymous employee data from 100,000 organisations globally, to identify the key trends in workplaces and how these will affect, and can be best managed by, leaders in 2025.

The positive news is that global trend analysis shows a clear upward trajectory in overall engagement score, meaning that, globally, employers are providing an improved working experience. However, there are many opportunity areas – particularly reward and recognition and empowerment – that are lagging behind across all countries.

So, what are the key trends in workplaces of which leaders should be aware?

1. Requests for increased flexibility More than 20% of respondents cited flexibility in working hours as a primary driver of happiness, particularly in the health and social care, retail and

“IN 2024, WE SAW A MARKED DIFFERENCE IN WHAT MEN AND WOMEN WANT IN TERMS OF FLEXIBILITY”

financial services sectors. Working from home/ hybrid working was the second most common theme, with 15% of respondents wanting more opportunities to work remotely (not necessarily from home). This is most common in the financial services and technology sectors, where respondents report that they feel there is no material difference between the quality of their work when working in an office and working remotely.

The percentage of employees wanting flexible work increases with age, with younger employees feeling more benefits of being in an office environment.

Of the organisations interviewed, 73% are not phasing out working from home contracts for new starters; 64% are supportive of flexible working; and 82% of organisations are against a four-day working week [for a first-hand account of the move to a fourday working week, turn to page 75].

Leaders should review what flexibility is currently available to employees, and what is appropriate given the type of business.

Fairness is key to ensure engagement and happiness of employees.

2. Travel to work A key trend from the report is that employees, more than ever before, are viewing time travelling to work as wasted time. More than 3,000 respondents cited that a reduction in travel-to-work time – allowing them to get more work done or prioritise activities

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Guest opinion

that promote their wellbeing – would improve their happiness at work.

There has also been an increase in requests globally for travel subsidies and company cars, particularly in the health and social care sector, making up 17% of requests.

3. The challenge with caring responsibilities In countries where there is a shift from working fully remotely to hybrid/fully back to work, employees with caring responsibilities are struggling. WorkL’s data from the thematic analysis reveals that employees – particularly those in the health and social care sector – identified better parental, caring and childcare leave and benefits as key concerns.

Those working in technology and education also highlighted that the workplace shift will decrease their happiness at work.

As a result, where flexibility isn’t an option, parents and carers are seeking roles with higher pay.

In 2024, we saw a marked difference in what men and women want in terms of flexibility. Of those who called out that flexibility would improve their workplace happiness, 64% were women, 36% were men. So, why do women want more flexibility than men? Looking at our thematic analysis we can see that there is demand for flexibility because of the need for childcare.

Leaders should think about how best to support all employees with caring responsibilities and ensure that their experience is equitable compared with those without caring responsibilities.

4. Purpose, mission and values Generation Z employees are driven by purpose, mission and values more than any other age group.

Of the organisations interviewed, 90% cited that younger employees work differently, and lack drive and ambition. Younger employees report that purpose is what drives their engagement more than any other factor, and it’s linked to lower levels of anxiety and higher levels of pride.

As a result, leadership styles are shifting from traditional authoritative models to more empathetic, servant-leadership approaches.

5. Pay WorkL’s data shows that pay directly correlates with overall happiness and engagement. Employees today are wanting more pay and greater flexibility in hours or home working – this has more than doubled between 2019 and 2024.

WorkL’s data shows that 24% of employees who mention phrases related to remote working also mention the desire for higher pay, highlighting

that flexibility isn’t the sole driver for wanting to work remotely.

6. Worklessness There is a growing problem, particularly in the UK, with ‘worklessness’ – with more than a third of workers saying their job is less important to them since the Covid-19 pandemic (according to a recent survey by learning and development provider 360learning).

I would argue that it is not economic instability that has caused the problem. This is not a recessionary issue; rather, it’s an increase in health issues and people choosing not to return to work after the pandemic, perhaps retiring early.

Many of the drivers for improving worklessness are better mental health support and training, including mental health days.

Leadership focus In a very practical sense, our research has identified that there are six overarching key drivers to help build a happy workplace (see box, below). It is worth noting that although ways of working and employment landscapes will never stay still, the equation for leaders is quite straightforward; by focusing on employee happiness, you will get returns.

Lord Mark Price is author of Happy Economics: Why the Happiest Workplaces are the Most Successful. He is the founder of WorkL and WorkL for Business. He is a former managing director of Waitrose and deputy chairman of the John Lewis Partnership, and was government minister of trade from 2016-17.

SIX DRIVERS TO CONSIDER

Managers should consider these to build the happiest workplace: 1. Reward and recognition – that employees feel their pay is fair and that you are recognised when you do something well.

2. Information sharing – that information is shared openly and appropriately for your job role.

3. Empowerment – employees feel empowered and can take action with confidence.

4. Wellbeing – that an organisation supports their employees’ physical, emotional and financial wellbeing. By addressing all three, employers will improve engagement levels and productivity.

5. Instilling pride – employees who feel proud of where they work will be positive about their role and the organisation to colleagues, potential employees, customers and people in their community.

6. Job satisfaction – a poor relationship with your manager is often cited as the number one reason for leaving an organisation, driving unhappiness and disengagement.

These drivers improve levels of extra discretionary effort (or EDE for short), which means that employees are putting in extra effort and driving improved productivity, retention and, ultimately, commercial success.

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Vision

47

SETTING THE LEADERSHIP AGENDA

This is how we do it What we can learn from leadership styles across the world

W

hat makes a successful leader? While leadership is a universal concept, its practice and perception vary significantly across cultures. The core ingredients – trust, integrity and people skills – are consistent worldwide, yet the way leaders inspire, communicate and make decisions is deeply shaped by cultural expectations.

Understanding diverse leadership values and philosophies is more than an intellectual exercise; it is a strategic necessity in today’s increasingly interconnected world.

By broadening our cultural awareness and embracing different perspectives, we can refine our leadership approach, becoming more adaptable, resilient and impactful. This not only enhances our effectiveness, but also ensures we leave a meaningful legacy.

driven style must also balance decisiveness and adaptability to navigate rapidly changing business landscapes.

UK leadership reflects a deep-rooted sense of diplomacy and pragmatism, often favouring well-structured, logical decisionmaking. Yet, as global influences continue to shape our workplaces, there is an opportunity for UK leaders to expand their perspectives by embracing leadership lessons from other cultures.

By

Mel Robinson, deputy CEO, Institute of Leadership

1. The power of consensus (Japan and Sweden) In Japan, leadership is often rooted in harmony and consensus. Decisions are deliberated carefully and team input is encouraged. Similarly, Sweden follows a highly egalitarian leadership model, where hierarchy is minimised and collaboration is prioritised.

Takeaway for UK leaders: while decisiveness is crucial, taking the time to build consensus strengthens teams, fosters inclusivity

A fluid practice Just as language, traditions and social norms differ from one country to another, so do the beliefs about what makes a leader effective. Research suggests that our cultural background shapes the way we perceive authority, decision-making and communication. As a result, leadership is not a fixed formula, but a fluid practice, requiring adaptability and cultural intelligence.

Leadership in the UK In the UK, leadership is often characterised by a democratic and participative approach.

British leaders tend to value consultation, inclusivity and fairness, preferring to engage employees in decision-making rather than impose top-down directives. Research suggests that UK employees appreciate honesty, transparency and approachability in their leaders. However, this consensus-

International leadership: what can we learn?

Leadership styles can differ significantly across cultures, each offering unique insights and valuable lessons. Here are some global leadership philosophies that can help shape our own approach.

ASK MEL: INSIGHTS FOR LEADERS

Q: How can leaders create a legacy that resonates across cultures?

A: Leadership legacies are built on influence, not uniformity. It’s about embracing a fluid approach, understanding diverse perspectives

and practising inclusivity, rather than sticking to one rigid leadership style.

By respecting cultural differences and keeping trust and empathy at the heart of your approach, you’ll create a legacy that truly stands the test of time.

Vision MEL ROBINSON

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and enhances long-term decision-making.

Encouraging input from all levels creates a more engaged and motivated workforce.

2. Leading with vision and agility (US and South Korea) The US is known for its bold, visionary leadership; one that encourages risk-taking, innovation and agility. South Korea, with its fastpaced business environment, also champions adaptive leadership, where resilience and quick decision-making are essential.

Takeaway for UK leaders: embracing change and fostering a culture of innovation can help UK leaders stay competitive. Learning to pivot and take calculated risks can open up exciting opportunities for growth.

“OUR CULTURAL BACKGROUND SHAPES THE WAY WE PERCEIVE AUTHORITY, DECISION-MAKING AND COMMUNICATION. AS A RESULT, LEADERSHIP IS NOT A FIXED FORMULA, BUT A FLUID PRACTICE”

3. Leadership rooted in empathy and community (Latin America and Africa) In Latin American and many African cultures, leadership is deeply relational. Leaders are expected to care for their teams, nurturing trust and a strong sense of community.

Personal relationships are valued as much as professional expertise.

Takeaway for UK leaders: when leaders genuinely invest in their people, understanding their needs, motivations and wellbeing, it leads to higher engagement, loyalty and collective success.

4. Tradition, authority and stability (China, India, Middle East) In many parts of Asia and the Middle East, leadership is often associated with

Jas Sansi Photography & Film

MEL’S CALENDAR: INTERNATIONAL LEADERSHIP WEEK 2025

This month, we’re preparing for International Leadership Week (24-28 March) – a chance for all of us, no matter where we are in our leadership journey, to pause and reflect. What kind of legacy are you building? How does your leadership style influence the people you work with, your organisation, and even the world at large?

There are so many ways to get involved and make your mark during this week. You can share your thoughts on the legacy you’re creating, join us for our online launch event, streaming live from Porto, or even host your own event. No matter where you are in the world, there’s a way for you to participate.

Mel with IoL members at the House of Commons last year

For more details and to find out how you can take part, see page 8 and leadership.global/whats-on/ international-leadership-week.html

hierarchy, respect for seniority and a deep sense of responsibility for the stability of the organisation.

Takeaway for UK leaders: while UK workplaces may lean towards flatter structures, there is value in recognising the importance of mentorship, experience and institutional wisdom. Stability, continuity and respect for expertise create strong leadership foundations.

Navigating challenges Every leadership style has its strengths, but also its potential pitfalls. Cultural norms can sometimes reinforce ineffective, or even problematic, leadership behaviours.

In some hierarchical environments, for example, where respect for authority is deeply ingrained, leaders may prioritise pleasing superiors while exerting undue pressure on subordinates, sometimes referred to as ‘kiss up, kick down’. In other settings, leaders may outwardly agree with directives while subtly resisting change behind the scenes.

Recognising these tendencies is crucial in building healthier, more effective workplaces.

By understanding how leadership behaviours are shaped by cultural expectations, we can mitigate these pitfalls and establish stronger, more adaptable teams.

Leaving a legacy in a globalised world Leadership is not just about achieving results in the present; it is about building a legacy that lasts. The most impactful leaders do not simply impose their personal leadership style onto an organisation or community; they adapt, evolve and integrate their approach with cultural and organisational realities.

For those stepping into leadership roles across different cultural contexts, the challenge is twofold: to remain open and flexible, learning from the values and expectations of the people they lead; and to stay authentic, ensuring that adaptation does not come at the expense of core principles.

Ultimately, leadership legacies are not built through rigid adherence to one particular style, but through the ability to connect, inspire and empower others, regardless of cultural background. By embracing cultural awareness, fostering inclusive leadership environments and mentoring the next generation of leaders, we ensure that our impact transcends borders and lasts far beyond our time in leadership.

Do you have a question for Mel? Send us a message on LinkedIn @The Institute of Leadership or email us at membership@leadership.global

Vision

Legacy

Whose story?

Whose legacy?

As we look around at our uncertain world, we could become curious about the legacies of those who have lived and led before us.

Rob Husband considers what they believed they were leaving us – and invites us to ponder what shapes our sense of legacy, so we become clearer about what we leave and why

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e are a legacy-creating species; everything we do leaves some residue. The way we treat the people who cross our path each day; how we make others feel; the way we treat this planet we call home; the way we develop technology; and the business decisions we make. Each action, conversation and relationship is an act of legacy – an act of creation that, potentially, lasts beyond us, beyond this present moment and, ultimately, creates the shadow we cast upon the world.

Psychiatrist Elisabeth Kübler-Ross MD observed that most people on their deathbeds want to know only three things: Have I given and received love?

Did I live my life or someone else’s? Have I left the world a little better than I found it?1 It’s only human to want to leave a legacy, to answer these questions in some way. What legacy looks like is fuelled by multiple conscious and unconscious stories, visible and invisible fears and desires. If you know what shapes your sense of legacy, you can become clearer on what you leave and why.

Each story provides a unique impetus and drive that could potentially shape your behaviours and define where you place your attention, energy and resources.

Is to live to fight?

Let’s begin this exploration by hearing a story from Elisabeth Lesser. In her book Cassandra Speaks, Lesser describes walking through Central Park in New York.2 She realises that not only are all the statues of men, but also that most are of war heroes. She observes there is a particular legacy we have valued: masculine and combative.

She continues this exploration by asking how the valuing of war has infiltrated our cultural ideas of success and brings some evocative critique to the celebration of a potentially outdated phrase from Roman philosopher Seneca, Vivere militare est – to live is to fight.

Whether outdated or not, it is worth exploring how stories of victory, battle and ‘honour’ are currently alive in our business world and our ideas of leaving a mark on the world. How does the idea of the battle-weary hero inspire our sense of who we want to be and what we want to leave as a gift for future generations? How many blockbuster films collaborate with this combative narrative as if it is the only one available to us? How deeply ingrained is Joseph Campbell’s hero’s journey narrative – leaving where you are, adventure, realisation, return3 – in the stories we write, tell and aspire to embody ourselves?

From dharma to moksha Our second perspective comes from a conversation with Vinod Philip, a global CEO. He starts by saying that, personally, he is not a huge fan of legacy.

His observation is that, very often in the pursuit of leaving a legacy, we create more unintentional damage and negative side-effects than positive action. In passing, he reflects: “Hence the saying, the road to hell is paved with good intentions.”

Vinod chooses not to think about his own life in terms of legacy, but more in the form of a mission: “It’s the fulfilment of my mission that matters, and giving my best every day in the moment to fulfil my mission.” Earlier, we looked briefly at the story of war and conquest that may be underpinning some expressions of what we view as a ‘good’ legacy.

Vinod’s story comes from a different source, the yogic framework called Purushartha (‘the objective of human pursuit’) that comes from the Hindu tradition. Purushartha has four dimensions: 1. Dharma: discovering and following your mission or calling.

2. Artha: cultivating and learning the skills, the knowledge, the people, the network, and all you need to fulfil your dharma.

3. Karma: enjoying the present, enjoying the gift of life and the finer things in life as you are fulfilling your dharma through the cultivation of your artha.

4. Moksha: liberation from striving.

“EACH ACTION, CONVERSATION AND RELATIONSHIP IS AN ACT OF LEGACY, AN ACT OF CREATION THAT POTENTIALLY LASTS BEYOND US, BEYOND THIS PRESENT MOMENT AND ULTIMATELY CREATES THE SHADOW WE CAST UPON THE WORLD”

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Legacy

Vinod concludes by saying: “I am more of a mission-driven person who just tries to do the best I can in the moment with what I have got. I work to bring my best faculties to bear, to help the present situation with the people I am interacting with in that moment.”

His approach, though different from the warhero story shared by Lesser, still considers legacy as a driving force within this lifetime. Our next story transforms legacy as something we leave, into the idea that legacy is about our leaving.

The unlikely peace In his powerful book The Unlikely Peace at Cuchumaquic, Martín Pretchel describes the scene to which the book owes its title.4 After a terrific earthquake has devastated several Mayan settlements across Guatemala, Pretchel arrives with food and water at the Mayan holy place of Cuchumaquic. He encounters what he describes as “an unlikely peace”. Instead of the expected storming of the food truck by 600 wounded and hungry people, he encounters 70 family groups quietly gathered together speaking a blessing to those who have come with food and water.

These people did not seem driven to ensure their own survival. In fact, they regarded those bringing water and food as having come to ask for permission to spend their own final days of the world’s end together with these other proud Maya.

Their collective story was driven by an entirely different idea of progress and legacy.

Pretchel goes on to say: “In their parallel understanding of vegetation and human culture, they wanted to be rooted in the Earth’s memory of their having been there, even if they, as humans, had to disappear. After all, all the mythologies said that they as people had themselves sprouted from a time previous to any of our own presence, and like seeds had resprouted themselves from the ‘compost’ of a world of previous human failures.”

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The layers of legacy Finally, I want to introduce a story of tension and legacy from my own life. I am deeply impact-driven and want to change things for the better. I want to leave the world a better place and want everything I do to make a difference. I have three adult children who have grown up under the umbrella of my potential legacy addiction, and they now mirror back my behaviours and approach to life.

I hear the post-graduation cries of “I want to make a difference in the world”, I see their overwhelm when they can’t solve the climate crisis, stop Russia’s ‘special operation’ or solve the twonation problem in the Middle East. I watch them

TAKE A LOOK AT YOUR LEGACY

First, you might acknowledge that legacy is an attempt to answer these three fundamentally personal questions: • Have I given and received love?

• Did I live my life or someone else’s?

• Have I left the world a little better than I found it?

Second, I invite you to hold lightly the cultural and family narratives that inform what legacy should look like. Consider questions such as: • What does my predominant culture view as success?

• What does my industry expect of me?

• What does my family value as meaningful?

Third, focus on each moment as an act of living legacy.

• How do I want to be in the world now?

• What is the mission I can live day to day?

• What is the shadow I want to cast today?

Fourth, consider that your legacy is fraught with the ‘compost’ of previous generations and that you are now invited to create the compost for future generations.

Finally, consider reframing the idea of leaving a legacy and instead ask yourself: ‘What does it mean to be the legacy?’

wrestle with being in the moment, enjoying life as it is in all its beauty and its pain. I sometimes wonder if striving for my own legacy has created another layer of struggle for a future generation.

These four stories offer a range of perspectives on the idea of legacy. Nevertheless, common to all is some underlying question about what to do with our precious time here on Earth. This is a fundamental question that underpins who we choose to be, and it is worth our consideration.

So, I would like to invite you to take a fresh look at your own ideas around legacy.

Rob Husband has been working as a leadership facilitator, trainer and coach for 25 years, and has worked with corporate, educational and third-sector leaders, global entrepreneurs and social activists. He is passionate about what it means to lead and live well. He writes regularly on Substack, and co-hosts the Onbeinghuman podcast.

1 moredetails.uk/EgSp25EKR 2 elizabethlesser.org/cassandraspeaks 3 jcf.org/learn/joseph-campbell-heros-journey 4 moredetails.uk/EdSp25UPC

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Vision

Your extended workplace family Jeremy Blain looks at key leadership strategies to engage a blended workforce effectively

I

n today’s rapidly evolving business and open talent landscape, the concept of a blended workforce has gained significant traction.

A blended workforce is composed of a mix of full-time, part-time, and independent or freelance workers. This diversity in employment types reflects broader changes in the economy, and the increasing demand for flexibility and specialised skills. The blended workforce allows organisations to leverage the strengths of different types of workers to enhance productivity and innovation.

Understand the blended workforce For leaders, understanding the blended workforce is not just beneficial, but essential.

1. This is the modern workforce: the independent workforce is no longer ‘managed services’, as many organisations call contracting, or ad hoc usage of freelance talent; it is the workforce of today, regardless of traditional designations. This is something leaders at the very top of organisations, and their board advisers need to understand and engage with better. This is not an HR leadership play; it’s a C-suite, senior management, line manager and HR play. It requires a combined effort to secure the full power and potential of the extraordinary, blended workforce.

2. Workforce agility and flexibility: a blended workforce enables organisations to be more agile, adjusting their staffing needs quickly to respond to market demands, seasonal fluctuations, new competitive threats, ongoing strategic business model transformation, or project-based requirements. This flexibility is

crucial for staying competitive in a dynamic global economy.

3. Access to specialised skills: the employment landscape is witnessing a surge in gig workers, independent talent and specialised freelancers.

By incorporating independent contractors, businesses can access a wider pool of expertise and bring in niche skills that may not be required on a permanent basis.

4. Cost-efficiency: hiring freelance or parttime workers can be more cost-effective than maintaining a large full-time staff. This model reduces overhead costs associated with salaries, benefits and office space, allowing organisations to allocate resources more strategically.

5. Employee engagement, satisfaction and retention: offering flexible work arrangements can lead to higher employee satisfaction, thereby improving retention. By accommodating different work preferences, businesses can build a more committed and engaged workforce.

6. Innovation: a mix of diverse talents and perspectives within the workforce can drive innovation. When individuals with different experiences and working styles collaborate, it often leads to creative solutions and fresh ideas.

The blended workforce is an integral part of the modern, digitally enabled business environment.

By understanding its dynamics and strategically engaging with all types of workers, leaders can build a resilient, innovative, scalable and adaptable organisation. The key lies in fostering a culture of inclusivity, leveraging technology, and recognising the varied contributions each worker brings. As the trend continues to grow, embracing the blended

Blended workforce

workforce will not only be a necessity, but also an advantage for forward-thinking organisations.

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Tips to engage a blended workforce 1. Foster an inclusive culture. Ensure that parttime and independent workers feel just as integral to the team as their full-time counterparts.

This might include offering access to company communications, integrating them into team meetings, and recognising their contributions in company updates. It also includes thinking more deeply about integration of all workers into skills development, recognition processes and rewards, as per further points below. All these combine to underpin culture building and how things get done in the organisation.

2. Leverage technology. Use collaborative technology platforms to bridge the gap between full-time and independent workers. Tools such as Slack, Zoom and Trello can facilitate seamless communication and project collaboration, ensuring that all team members are aligned, regardless of their employment status.

3. Set clear expectations. Clearly define roles and responsibilities for temporary and freelance workers, to avoid overlaps and confusion.

Establish clear communication channels and feedback mechanisms to ensure all team members understand objectives and expectations.

4. Provide training and development opportunities. Independent workers might not be with the company long term, but providing training opportunities can enhance their performance and commitment. This investment

“A BLENDED WORKFORCE ENABLES ORGANISATIONS TO BE MORE AGILE... THIS FLEXIBILITY IS CRUCIAL FOR STAYING COMPETITIVE IN A DYNAMIC GLOBAL ECONOMY”

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not only benefits the project at hand, but can also encourage them to return for future work.

5. Create a feedback loop. Implement regular feedback sessions to understand the experiences and challenges faced by part-time and independent workers. This dialogue can help refine processes and ensure a harmonious working environment for all, as well as provide valuable perspectives for the company.

6. Adapt leadership styles. Leaders should be flexible in their approach, applying different management styles to suit the diverse needs of their team members. This may involve employing more directive methods for those requiring close supervision and providing autonomy for experienced freelancers.

7. Recognise and reward contributions.

Implement a system to recognise contributions from all types of workers. This could be through formal recognition programmes, bonuses, or other incentives. Acknowledging the work of part-time and freelance workers enhances motivation and loyalty.

8. Maintain a strong employer brand. Ensure that the organisation is viewed as an employer of choice, not just for permanent employees, but also for freelancers and part-timers. This involves maintaining a reputation for fairness, respect and value for all types of employment, encouraging top talent to be part of the workforce in any capacity.

Jeremy Blain is CEO of Performance Works International, and international best-selling co-author of OpenHR – The human capital framework for the blended workforce with Dr Rochelle Haynes.

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Advocate for great leadership, everywhere.

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Making it happen

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MANAGEMENT IN PRACTICE 56 All about communication Handling difficult conversations

58 The waggle dance Successful communication

59 Building your leaders Investing in the next generation

Building a lasting impact

W

hy do we strive to leave a mark? Richard Dawkins’ selfish-gene theory suggests that human behaviour is driven by an unconscious need for continuity – whether through genetics, ideas or influence. This instinct extends into leadership. We don’t just seek recognition; we want to leave something that lasts. Scientific discoveries bear the names of their inventors; artistic movements shape generations; and, in leadership, true legacy is measured by the people and cultures that endure after we step away.

True leadership impact isn’t about personal milestones. Our TIC (Team, Individual, Community) leadership model raises leaders’ awareness of creating the right balance between empowering individuals, strengthening teams, and embedding a culture that withstands change.

Yet many leaders struggle with this balance. Some excel at one-on-one mentorship, helping individuals thrive, but failing to unify their teams. Others build highperforming team cultures, but isolate them from the wider organisation, often leading to burnout when external pressures seep in.

One senior leader in the tech industry we worked with was exceptional at fostering a high-performing, close-knit team. They nurtured talent, protected their people from external toxicity, and built an environment where creativity thrived. But, over time, that protection became a double-edged sword. The team was insulated from the organisation’s dysfunction, but when external realities inevitably surfaced, they weren’t prepared. The leader burned out first. The team followed. Without resilience, even the best teams falter.

Leadership, legacy and the power of influence By

Dr Tarek Jomaa and Dr Vanessa Pozzali

The leadership balancing act Organisational cultures take time to shift, and change isn’t always immediate. The skill of leadership is not striving for perfect alignment, but knowing how to juggle the forces of team, individual and culture in a way that builds lasting resilience. Sometimes, this means helping teams reframe their expectations. Rather than shielding them, great leaders equip their people with the tools and perspective to navigate the culture of which they are part while shaping it for the better. It’s about fostering the right mindset – one that adapts, evolves, and turns challenges into opportunities.

Leadership isn’t about control. It’s about creating an environment in which individuals and teams feel empowered to contribute their best while staying anchored in a shared purpose. The most impactful leaders don’t just develop individuals, they create teams that work as a unit and cultures that outlast them. When individuals thrive, teams flourish. When teams are aligned with culture, organisations become adaptable and resilient in the face of disruption.

Redefining leadership legacy Legacy isn’t a list of achievements. It’s the relationships you build, the culture you shape, and the resilience you leave behind.

As leadership evolves, the question is no longer “What did I achieve?”, but “What did I enable?” The impact of a leader isn’t measured by their time in a role, but by how well their teams and culture endure and adapt after they are gone.

Dr Tarek Jomaa and Dr Vanessa Pozzali are co-founders of Synthosys, which specialises in bringing clarity, cohesion and high performance into the heart of teams.

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Making it happen

Context, conversation, commitment Ed Haddon offers advice

on how to handle those difficult conversations every leader comes up against at some stage

A

s a leader, one of the most common and complicated problems is dealing with conflict in your team.

The majority of time I spend in coaching conversations is around difficult conversations.

Leading, though, is absolutely about doing the hard things. Instead of turning away or avoiding conflict, as I and many others do, great leaders turn into conflict and find ways of having good conversations, even around difficult topics.

vTaiwan Let’s draw inspiration from the online world, where the algorithms and companies behind them deliberately stoke conflict to keep our eyes glued to their ads. If you can find a way to deal with conflict in the digital space, surely there are some lessons to be learned for the real world? This is what Taiwanese politician Audrey Tang managed to do. Tang has worked extensively with conflict online, setting up vTaiwan as a way of debating and collaborating online successfully. vTaiwan staged a three-week online conversation involving 5,000 people that, ultimately,

“AS A LEADER, SAYING ‘I DON’T KNOW’ OFTEN OPENS UP A MORE INTERESTING CONVERSATION”

led to the laws governing Uber in Taiwan changing. vTaiwan is now used around the world, with a real-time platform called Polis, as a model for participatory democracy. Conflict is inevitable in a committed community; views will differ and strong opinions will surface. What emerged from Tang’s work are three key steps for finding a way through these moments of conflict.

1

Stick to the facts, not emotions. Tang would often pre-circulate a detailed report on the facts around the issue to be discussed and set up a pre-meeting to agree the facts. By establishing the context and having an agreed middle ground (the facts), people can then take off their armour and focus on the debate. If the conversation becomes emotional, then return to the facts every time.

2

Establish the parameters of the conversation or meeting. Often, the outcome will not be agreement. What would be a good place to reach at the end of the discussion? If there are differences of view, then vulnerability can unlock a shift in others – and, often, the leader of the meeting will need to be vulnerable first to demonstrate

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Conflict resolution

safety. Vulnerability is a superpower that nurtures healthy conflict.

Asking the right questions in a curious, rather than judgemental or combative, way demonstrates that you are not perfect. This requires empathy; stepping into the other person’s shoes just for a moment or two. Become curious about why they care so much, what is making them upset, how could you help. You do not need to have all the answers. As a leader, saying “I don’t know” often opens up a more interesting conversation.

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3

Healthy commitment. Once the decision or direction has been decided, high-performing teams all climb on board. They may not agree with the decision, but they do commit to it and take any actions required. Pretending to agree and then undermining the decision in the period after the meeting is worse than not even coming to a decision. Great teams hold themselves and others accountable for results based on the decision, openly and regularly. The team and the leader also recognise that the best decision or idea can change. If new facts come to light, then the team can gather again to review the decision and agree if it needs modifying.

“OFTEN, THE LEADER OF THE MEETING WILL NEED TO BE VULNERABLE FIRST TO DEMONSTRATE SAFETY”

Commit to the outcome What could you learn from Tang and take into your organisation, or even home life? Stumbling into a heated argument means that poor decisions are made, relationships suffer and, in the long term, the team or system will break down. Instead, set up the topic or decision, agree what outcome you are looking for, establish a set of facts, and stick to these to keep the temperature down. For complicated issues, multiple conversations might be needed.

Once the meeting is over, commit to the outcome rather than harbouring misgivings or regrets. If new facts emerge, or the context changes, then of course revisit the outcome. If not, then help yourself and the team to become world class by acting to the best of your abilities based on the decision.

Ed Haddon is the founder of Haddon Coaching, the first coaching business in the UK to be B Corp certified. As a team of coaches, they specialise in working with maverick founders and individuals seeking a better life. For more than a decade, Haddon Coaching has helped senior teams at companies such as Okta, Sweaty Betty, Rapha and Wahaca combine profit with purpose and enrich the working culture for thousands of people.

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Making it happen

The secret to good communication

Waggle dance Philip Atkinson and Jo Filshie Browning on why communication is about so much more than what you say

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F

or bees, communication is essential to the life of the hive. Without communication, there is no pollen.

Without pollen, there is no hive. So, what can we, as leaders, learn from bee communication systems?

Aristotle first described how bees communicate with each other 2,000 years ago. However, the process wasn’t widely understood until 1973, when Austrian scientist Karl von Frisch was awarded the Nobel Prize for his research on the honeybee waggle dance. This unique communication via ‘bee body language’ allows bees to share information, precisely and efficiently, about the location of food sources with tens of thousands of nest mates.

Surprisingly, all this communication happens within what we would see as a challenging environment: in the dark, and inside noisy, claustrophobic, busy hives.

Communication is about clarity. It is not about saying what you think, but ensuring that others understand your meaning. But this is much harder than it appears.

When we communicate with colleagues and peers, it’s often in a pressurised, busy and complex hive-like environment. Communication doesn’t happen in isolation, which is why it often fails.

When you think about it, there are many moving parts: the message and vocabulary you choose, the time you have, the situation, your facial expression and body language, and even how you are feeling on any one day.

These variables can enable clear communication or be obstacles in the way.

“THE COMMUNICATION STYLE THAT HAS SERVED YOU WELL UNTIL NOW MIGHT NOT BE THE RIGHT STYLE FOR WHAT IS NEEDED AT THIS MOMENT – OR IN THE FUTURE”

To ensure our communication is effective, leaders need to approach communications strategically. We need to be clear and thoughtful about how to communicate so our teams understand what’s expected of them.

Think, feel, do The critical question for a leader to start with is always ‘what is my goal?’ and, specifically, ‘what do I want my audience to do as a result of my communication?’ One way to do this is to begin your plan for impactful communication as a simple three-step process called ‘think, feel, do’.

Before you communicate, identify specifically who you’re speaking with, then ask: 1. What do I want them to think?

2. What do I want them to feel?

3. What do I want them to do?

Answering these questions will help you to put yourself in your audience’s shoes and begin to understand what you need to say in order to start moving people towards your goal.

Communication skills are living skills that can be learned and improved. The communication style that has served you well until now might not be the right style for what is needed at this moment – or in the future. So, keep learning, both as a communicator and a leader, because this is as essential in business as it is to the life of a beehive.

Philip Atkinson is an organisational coach and the author of Bee Wise: 12 Leadership Lessons from Inside a Hive.

Jo Filshie Browning is a spokesperson trainer and author of Scientifically Speaking: How to Speak About Your Research With Confidence and Clarity.

Making it happen

Building our leaders Anthony Kennedy shares tips on how you can

invest in your next generation of leaders

L

eaders need to equip their employees with leadership skills, to enable them to develop, progress and thrive in a rapidly changing environment. At Housing 21, we have committed to train all of our leaders to an initial standard, and then provide development and academy programmes to aid further career development.

Targeted approach Creating our leadership pathway required a holistic, future-focused approach. We implemented a series of targeted areas to attract, retain and develop talent at all levels. This includes: • Leadership essentials training. Currently standing at five ‘leadership essential’ training sessions: leading inclusion; leading people development; leading wellbeing; leading coaching conversations; and leading remote teams. These are assigned to all our people managers • Institute of Leadership-approved in-house programmes. We deliver two internal programmes: Leading 2 Excellence and Inspiring Excellence. Each develops our emerging and

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ABOUT HOUSING 21

For the past 60 years, Housing 21 has been a leading not-for-profit provider of retirement living and extra care for older people of modest means. We operate in more than 215 local authority areas across England, managing more than 24,000 retirement living and extra-care properties, and providing more than 49,000 hours of social care each week.

We are highly focused on developing quality people, as outlined in a strategic priority to ‘develop our leaders and managers and encourage all employees to learn and develop to increase their skills and their potential’.

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Professional development

experienced leaders, and, after a period of study, culminates in a work-based project • Our external leadership qualifications and apprenticeships. We work with a university to provide leadership qualifications up to level 7, specifically for Housing 21 • Our in-house leadership academy programmes.

Housing 21 is proud to have created two academies to support our employees to develop into our next generation of leaders. A programme of training and qualifications is complemented by a pivotal mentoring scheme with managers experienced in their respective fields.

Our Extra Care offering is designed to provide care workers with a route to management by taking on additional tasks, attending training and visiting an alternative scheme to put what they have learned into practice, while being supported by an experienced manager.

Our Retirement Living offering is designed to support our managers to take their next step into a regional management role.

What has been achieved so far?

Housing 21 has seen highly encouraging results, with employees expressing increased levels of job satisfaction and engagement in recent surveys.

Our Leadership Essentials courses are heavily subscribed. More than 100 leaders have successfully completed our Institute of Leadership programmes, and several academy delegates have secured promotions into managerial roles. Our internal leadership delivery team is continuing to develop our leadership pathway.

Anthony Kennedy is the leadership development manager at Housing 21, which was shortlisted for the Employee Wellbeing Award and the Most Innovative Institute Approved Programme Award at the Institute of Leadership Awards 2024.

84%

OF MEMBERS SAID THEY ARE BETTER EQUIPPED TO DEAL WITH CHALLENGES. Share your story.

Contact ciara.conway@leadership.global

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Beyond borders

61

INTERNATIONAL INSIGHT AND BEST PRACTICE 62 CEO activism Should leaders engage in political discourse?

64 A new direction ‘Conscious unbossing’ and the Gen Z career path

We’ve got your back

to individual needs, focusing on authentic, empathetic leadership.

Developing emotional intelligence, resilience and adaptability allows local leaders to make better safety decisions, drive cultural change, and improve overall safety standards within their organisations.

The impact of transformational leadership in the global workplace

Leadership as a cultural change agent Effective leadership in safety isn’t just about enforcing rules; it’s about driving cultural change and fostering a culture of continuous improvement, where safety is a shared, ongoing responsibility.

In Africa, safety maturity varies greatly between regions, and leaders must guide organisations towards viewing safety as a long-term, holistic goal. In high-risk sectors, such as mining, strong leadership is crucial for engaging the workforce and embedding safety into the organisational DNA. Integrating safety practices into business operations, while respecting local cultures, is key to building trust and achieving lasting change.

In developing regions, leadership, wellbeing and mentoring are inextricably linked, creating safer, more sustainable workplaces, where individuals thrive, communities grow, and organisations succeed.

Leadership in safety is not merely about compliance; it’s about fostering an environment where people feel valued and empowered to lead, and where safety becomes embedded as a cultural norm.

By

Hugh Maxwell

M

any workers around the world face tough living conditions, job insecurity and long hours. They need protection from hazards and psychological support, especially in high-risk roles such as miners and rangers, working in the bush to protect wildlife.

Leadership must address these challenges through safety protocols and advocacy for workers’ overall wellbeing. This builds trust and helps workers understand that safety is part of a broader commitment to their welfare.

Programmes offering counselling, stress management and work-life balance are crucial. A mentally supported workforce is more engaged, less accident-prone and more productive.

Mentoring – developing future leaders In many African countries, safety standards are still developing and mentoring helps to shape strong safety cultures. By guiding local leaders, I help to embed safety practices within organisations and communities, ensuring they become part of the culture.

But mentoring is more than sharing technical knowledge – it’s about fostering leadership qualities. Tools, such as Lumina Spark, that provide insights into personal and team development help tailor mentorship

“IN MANY AFRICAN COUNTRIES, SAFETY STANDARDS ARE STILL DEVELOPING AND MENTORING HELPS TO SHAPE STRONG SAFETY CULTURES”

Hugh Maxwell is an international award-winning risk and health, safety, and environmental professional (HSE), with more than 40 years’ experience working in different industries around the world. From his technical roots in the chemical industry to leading cultural change initiatives globally, he has gained crucial insights into how leadership, wellbeing and mentoring contribute to successful safety practices. In his current role as managing director at Maxwell Safety, he works with organisations in Africa, India, Asia and the Middle East. He was shortlisted for the Institute of Leadership’s Excellence Award 2024.

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Beyond borders

International leadership influence

CEO activism – does it make a difference?

Young Hou considers the impacts when leaders speak

out on social issues or engage in political discourse

O

ver the past decade, corporate leaders have increasingly taken a stand. First, it was executives from companies such as Nike, Citigroup and WarnerMedia issuing statements speaking out in the wake of George Floyd’s murder in Minneapolis in 2020. More recently, CEOs have come out against the repeal of Roe vs Wade (the US abortion ruling in 2022) and in support of gun control. On the other side, Hobby Lobby and Chick-Fil-A have stood up for conservative Christian values. Of course, X’s Elon Musk is one of the most high-profile CEOs to engage in political discourse, having supported several of Donald Trump’s positions during his presidential campaign and now appearing to hold a unique level of influence within the new administration.

In the US, many leading CEOs have publicly commented on issues that have no obvious connection with the operation of their companies. Given that US public trust in CEOs generally surpasses that of politicians, with polls indicating that between 65% and 86% of people believe CEOs should voice their opinions on social, environmental and political issues, one might assume that people would take their messages on such issues fairly seriously.

However, our findings indicate that CEOs do not, in fact, have that much power to engage and mobilise people – and, indeed, when they do engage in activism, the risks are considerable.

Instrumental or ethical?

Even in academic literature, there is an ongoing debate about why CEOs and corporate leaders might feel compelled to speak out on political and social issues.

One perspective suggests they do so for ‘instrumental reasons’ – perhaps to appeal to employees or investors, and thereby serving their own interests. Others argue that their motivations are truly ethical, driven by a genuine sense of altruism and a desire to influence public policy.

They do, after all, have a relatively strong voice in society and, therefore, a stage to promote things about which they may truly care.

Regardless of their motivations, it would be deemed a success if CEOs were able to sway public action. But does CEO activism actually make a difference? Does it influence the public enough to drive policy change? Our research suggests the answer is probably no.

Put to the test In a paper I co-authored with Christopher Poliquin (UCLA Anderson School of Business) that was published in the Journal of Business Ethics recently, we conducted a number of real-life experiments to see how stances by CEOs affected the public’s level of mobilisation on particular issues.

In the wake of the Dobbs decision by the Supreme Court repealing Roe vs Wade, we chose

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the particularly vexed issue of abortion, presenting the issue to nearly 5,000 members of the public in an online experiment. Some participants were given information about the support for abortion rights from a number of prominent CEOs, while others were given information about support by Democratic politicians or members of the public, or no information at all. We then gave respondents the option to send a letter to their US senator to voice their opposition or support on the issue of abortion.

We know that people’s opinions on this issue are very entrenched, so they are unlikely to change their minds. But even if it didn’t change people’s opinions, we wanted to see if it increases their willingness to mobilise, either supporting or opposing policy. In other words, we wanted to measure whether people would be more likely to send a letter to their US senator in support or in opposition when they were told about right-to-choose advocacy by a CEO compared with the same advocacy from a politician or the public as a whole. We found no difference in the percentage of people who were inspired to click ‘send’ on the letter based on CEO advocacy – nor did it inspire a backlash among those opposed to abortion rights. The only change we found was a slight increase in willingness to send a support letter by pro-choice citizens whose senators were also pro-choice, an action unlikely to have much effect on public policy.

The findings suggest that CEOs might

“OUR FINDINGS INDICATE THAT WHEN CEOs DO ENGAGE IN ACTIVISM, THE RISKS ARE CONSIDERABLE”

overestimate their ability to motivate the public to mobilise and engage in policy on social and political issues.

The value of perception This raises the question about why CEOs are speaking out on social issues at all. A lot of CEOs suggest they are engaging in these topics because they want to change policy rather than make more profit. But our results showed that they are not changing people’s opinions, or even motivating people to engage.

At the same time, an earlier paper I co-wrote with Poliquin on the effects of CEO activism, looking at partisan consumer behaviour, shows that this risks serious backlash by customers. When several CEOs of major retailers such as Walmart and Dick’s Sporting Goods spoke out publicly in support of gun control, consumers reduced their visits to these stores by 3% on average, which translates to an estimated sales loss of US$800m to US$1.1bn across all firms.

While pinpointing the exact motivations behind CEO activism – whether instrumental or ethical – remains complex, a crucial and valuable step in understanding this phenomenon lies in examining how it is perceived. This is the focus of our ongoing research.

Young Hou is an assistant professor of strategy, ethics and entrepreneurship at the University of Virginia Darden School of Business in the US.

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A new direction Elodie Gentina shares a global perspective on how Generation Z perceives traditional leadership roles in the light of their own career paths

Beyond borders

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n the early 2000s, the position of manager was synonymous with prestige, symbolising professional success, upward mobility and recognition of skills. Being a manager meant taking on major responsibilities, benefiting from a wide range of tasks and, ultimately, the anticipation of promising career prospects.

This made it a widely coveted goal and many did everything in their power to reach this position.

However, less than 20 years later, this perception of leadership has changed considerably.

Attitudes have shifted and interest in the managerial role has waned, particularly among the younger generation. They are gradually turning away from management roles and looking for positions they can enjoy that are stress-free.

competence and expertise, rather than status or hierarchy. Overall, for young people, the status of ‘boss’ is no longer enough: authority must be legitimised by a manager’s experience and skills.

In this ‘unbossed’ culture, the role of the manager is therefore evolving to become that of a guide or facilitator, rather than someone who simply ‘gives out orders’. In this respect, 72% of Generation Z professionals prefer to develop their individual expertise to advance their careers, rather than aim for positions involving team management, according to the Robert Walters study.

Management through ‘organised emptiness’

Gen Z don’t want to be middle managers This new trend, known as ‘conscious unbossing’ – which could be translated as ‘conscious dehierarchisation’ or ‘demanagerialisation’ – reflects young people’s choice to no longer aspire to managerial or middle-management roles.

According to a study carried out in September 2024 by British recruitment firm Robert Walters, 52% of Generation Z professionals – born between 1995 and 2012 – do not aspire to become managers, and 16% are adamant they’ll avoid middle-management altogether.

The perception of an imbalance between the personal investment required and the perceived benefits plays a central role in this trend. The same study highlights that 69% of young people consider middle-management positions to be synonymous with high stress for what they see as insufficient remuneration. Many prefer to remain in more operational roles, which they see as less demanding and more rewarding on a day-to-day basis.

Expertise before authority Generation Z doesn’t reject the idea of leadership, but it aspires to a different model. Young people tend to question traditional authority, including their parents, teachers or other supervisory figures, in favour of another source of information and knowledge: the internet. This questioning illustrates a ‘crisis of authority’, favouring the transition from a hierarchical, vertical society to a more transversal organisation, which is largely supported by social networks and other online and digital resources.

There is a new democracy of knowledge and the only form of authority that can impose itself is one based on competence.

Young managers do not dispute the existence of hierarchy, but they are questioning its traditional model in business. They value authority based on

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Conscious unbossing

“AUTONOMY, FLEXIBILITY AND CONCRETE ACHIEVEMENTS ARE TAKING PRIORITY OVER THE TRADITIONAL MODEL OF CLIMBING THE MANAGEMENT LADDER”

Conscious unbossing is more than just a passing trend: it embodies a genuine paradigm shift in the way Generation Z views workplace hierarchy.

Autonomy, flexibility and concrete achievements are taking priority over the traditional model of climbing the management ladder, where leading teams and occupying middle-management positions was an end in itself.

There are two contrasting types of management: a ‘hands on’ or micro-management approach, featuring processes/procedures, marked out by administrative controls, management boards and plans drawn up by the hierarchy; and a more ‘handsoff’ or ‘laissez faire’ approach, which leaves space for greater freedom and autonomy in the workplace.

However, leaving an ‘empty space’ – without a well-defined job description, and without the benevolent and indispensable figure of a leader – can lead to a feeling of fear and loss of direction.

A model that sits in between these two management styles could be the solution. This hybrid model combines structure and flexibility, and relies on the open sharing of failures, problems and difficulties encountered, in order to transform them into opportunities for progress.

This new paradigm, based on a combination of hierarchical (rules) and agile (autonomy) models, offers a managerial posture that is adapted to the expectations and values of young Generation Z employees, while responding to the challenges of today’s professional world.

Therefore, the development of ‘organised empty spaces’, which integrate clear frameworks and reference points, can stimulate creativity, initiative taking and the right to make mistakes as learning experiences. Although young people claim to be ‘entrepreneurs’ in their learning, training, career paths and roles, they need constant feedback from their teams.

Elodie Gentina is a professor at IÉSEG School of Management in Lille, France. She is a key speaker on Generation Z and intergenerational management.

For more on conscious unbossing, see pages 68-70.

Future of work

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STRATEGIES FOR LONG-TERM SUCCESS 68 Be more Gen Z Ditching the traditional career ladder

71 The tech drain Prevent transformation fatigue

72 All about agentic AI Could it revolutionise your workforce?

Mentor benefits

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henever I share how I went from running my own law firm to becoming a leadership coach, I am almost always asked the same question: “Why would you leave a prestigious, well-established career for something less understood and a much harder sell?” My answer is simple: legacy and impact.

I started out mentoring secondary school students. Seeing their transformation – from shy and uncertain to bold and confident – was eye-opening. The interesting thing is, I found myself growing, too. The experience ignited a passion in me, leading me to become a certified leadership coach and trainer.

We are always looking for ways to futureproof our organisations. But what if the key to this isn’t in cutting-edge strategy or the latest technology, but in something more human?

The most impactful leaders are those who inspire, guide and empower others, and one of the most accessible ways to lead with influence is mentoring. We often think of mentoring as an experienced leader offering wisdom to a junior employee. What is often overlooked is how much the mentor gains in the process.

Make mentoring work: five simple steps Many leaders hesitate to mentor because of time constraints or feeling as if they don’t have the expertise. But mentoring doesn’t have to be time-consuming or require specialist skills. A quick check-in, a thoughtful piece of feedback, or simply creating space to share ideas can have a huge impact. Some things to consider: 1. Choose the right mentee – look for someone eager to learn, open to feedback and committed to growth.

2. Set clear goals – define what you both hope to achieve, whether it’s career advice, skill development or leadership insights.

3. Structure the relationship – decide on the format and frequency of meetings: monthly coffee chats, virtual check-ins, or structured sessions.

4. Prioritise consistency over length – even 30-minute sessions, if consistent, can be highly impactful.

5. Create a two-way learning experience – encourage open dialogue, feedback and shared learning.

The many impacts of influential leadership By

Mary Eniolu

The future of leadership is influence Had I never volunteered to mentor students, I may never have uncovered my passion for coaching. Today, I mentor business owners and professionals, but nothing excites me more than sitting across from a young student, nurturing their growth.

So, who in your organisation or in your life could benefit from your guidance, and how might you grow in the process? The future of leadership isn’t about titles; it’s about the ripple effect you create when you invest in others.

Mary Eniolu is a published author, speaker, podcast host, human behaviour specialist, and certified trainer and coach, with more than 30 years of leadership experience – including 15 years leading her Lexcelaccredited law firm. Join Mary during International Leadership Week, for a webinar on ‘Becoming a Leader of Influence’ on Tuesday 25 March at 11.30am.

See page 8 for more details.

MENTOR BENEFITS OF MENTORING

• Greater influence and impact – you don’t just shape one person’s career, you help develop future leaders and strengthen your organisation.

• Enhanced self-awareness – mentoring forces you to reflect on your own journey and lessons learned.

• Fresh perspectives – mentees challenge your thinking, keeping you adaptable and open to new ideas.

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Future of work

Should employers take a tip from Gen Z?

‘C

onscious unbossing’ is the latest workplace trend associated with Gen Z. It means younger employees are more likely than previous generations to turn away from ‘middle management’ roles, preferring instead to focus on developing their individual expertise and skills.

This deviation from the traditional ‘career ladder’, in which managing others is an unavoidable rung, has been characterised as more evidence that the younger generation are ‘snowflakes’, seeking to avoid the stress of managing others.

Beyond generational stereotype, however, a deeper understanding of conscious unbossing shows that this is an approach that emphasises autonomy and personal development, and is associated with a model of ‘leadership through influence’, rather than authority. Management hierarchies are replaced with flatter structures that emphasise collaboration.

These are elements of the kind of interdependent, collaborative culture that can lead to the highest levels of performance.

To some, this is a radical change. Our own studies show that leaders are predominantly in a ‘command and control’ style of management, and creating an interdependent culture demands a fundamental change in attitude, leadership

behaviour and organisational structure. But the need for organisations to leave the inheritances of the Industrial Revolution behind, and redesign their relationship with their employees, has been evident for decades.

Even before the Covid-19 pandemic showed how organisational culture needed to move forward to meet the aspirations of today’s workforce, employees of all generations were showing signs of seeking self-actualisation. Modern workers want their work to have meaning and purpose; to feel part of a collective effort, and to be able to learn and thrive, working in an inclusive culture where their wellbeing is supported. A reimagining of leadership and work is long overdue.

Through the pandemic, some employers realised the opportunities offered by different ways of working for which younger people are looking.

A global energy company we work with learned to trust its people more, as it relied on younger leaders particularly to do more on their own, working from home – and they delivered.

Forward-thinking organisations have been reducing hierarchies and moving away from traditional styles of management for some time.

The rewards of an engaged, agile and collaborative team are obvious, but this new way of working is not without risk. To work well, a ‘consciously unbossed’ culture relies on balancing freedom

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Interdependent, collaborative work cultures can lead to high performance and help organisations and their employees thrive, says Tiffany Gaskell

Emerging leaders

“A LEADER WITH A COACHING STYLE SEES THE PERSON IN FRONT OF THEM AS FULL OF POTENTIAL. TRULY ADOPTING THIS MINDSET INCREASES POSSIBILITY AND, IN TURN, PERFORMANCE”

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Future of work

Emerging leaders

and accountability, and ensuring productivity. This depends upon clear communication and a shared understanding of purpose, expectations and roles, as well as self-management skills.

Coaching is one way leaders and teams can create a high-performing, self-actualising workplace, because it boosts engagement and enables partnership, collaboration and believing in potential. Some visionary businesses are developing a coaching leadership style in their leaders and

managers, to embed a coaching approach in the day to day, across the organisation. In doing so, they are able to supercharge a transformational journey to a high-performance culture.

Tiffany Gaskell MBA, PCC, CPCC is co-author, with Sir John Whitmore, of Coaching for Performance. She is co-CEO of Performance Consultants, pioneers of coaching in organisations, leading the development of transformational leaders and improving performance in global organisations.

For more on conscious unbossing, see pages 64-65.

COACHING-STYLE LEADERSHIP IN PRACTICE

Great coaching is based on this equation: performance equals potential minus interference. By using transformational coaching skills, leaders and managers will boost performance because they decrease interferences and increase potential in their colleagues.

A leader with a coaching style sees the person in front of them as full of potential.

Truly adopting this mindset increases possibility and, in turn, performance. For example, I remember a particular executive who saw one of their direct reports – a manager – as ‘a problem’, and found their interactions difficult. When he adopted the mindset of a transformational leader and saw that person as full of potential, he was amazed by the change. The manager was given room to perform and succeed. That shift in his own mindset had had an extraordinary impact on his colleague’s performance.

Leaders can use foundational coaching skills, such as powerful questioning and active listening, and work with a framework such as GROW (see Figure 1) to open up new areas of thought and get in touch with people’s values and the things that are important to them.

Once people are aware, they have a choice, and with that choice comes responsibility – for example, to let things continue as they are or to create things as you’d like them to be. This is the path of learning and growing, and enables people to create meaning in their work, leading to high performance.

G: Start by asking what Goal (the ‘g’ of GROW) the person is working towards, to provide context and lay the foundation for a productive conversation. This gives them the opportunity to explore how they are progressing and gain vital insights that may

Figure 1: Example of applying the GROW Feedback Framework to have a coaching-style feedback conversation that accelerates learning and improves performance.

help them to progress further. Thinking about the individual’s goal – whether short, medium or longer term – focuses attention and raises energy.

R: Next, consider the Reality. Use powerful questions to encourage the person to be objective and describe in detail what they noticed about what happened, their performance, and their impact. Focus on what worked to raise energy and awareness of strengths, building confidence. Focus on what didn’t work to raise awareness of what needs to change or be done differently. Support the person to describe what happened as if they were an observer of it, as opposed to judging it as good or bad, right or wrong.

O: Considering Options moves the focus onto learning and generating ideas. You can look back for key insights and lessons that provide opportunities for enhanced performance, learning and enjoyment.

Look forward to generate ideas for new ways or new things to try. Learning and enjoyment are as important as performance, and may enhance performance.

Build self-reliance and responsibility by

giving the person time to reflect before offering any suggestions.

W: Towards the end of the conversation, use Will questions to agree specific actions, checking you are both clear on priorities, timeline and commitment.

The GROW Feedback Framework can create learning, choice and self-motivation. It can help the person reach a new sense of clarity that is transformative, and it can happen quickly.

Our research with clients from different sectors – and particularly life sciences and pharmaceutical companies, such as Johnson & Johnson and Medtronic – shows a link between a coaching leadership mindset and improved bottom-line performance.

Whether or not organisations choose to embrace ‘conscious unbossing’, there is much to be gained from creating an interdependent, high-performance culture.

It is the way organisations will thrive into the future, and an exciting opportunity for leaders to reinvent their relationship with their employees and for organisations to become the platform through which people find their purpose and fulfil their potential.

Future of work

Digital transformation

h c drain e t e h T Alex Adamopoulos

asks, how can we track transformation fatigue?

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echnology is evolving at an unprecedented pace. Companies race to adopt new tools, but often can’t keep up with the skills and structures needed to use them effectively. The result? Frustration, wasted resources and unfulfilled potential. This transformation fatigue isn’t new, but its scale has grown as the pace of change accelerates. Unsurprisingly, the statistic of 70% of transformation programmes failing hasn’t changed much in the past two decades.

Our recent survey observed that success doesn’t come from chasing the latest technology; it comes from enabling people to adapt alongside it.

Upskilling and reskilling must become ingrained in organisational culture. Companies need to invest in tools and the people who use them.

For organisations, this means rethinking their approach. It’s not about technology for technology’s sake; it’s about fostering environments in which people and tools evolve together. Artificial intelligence, for example, is only as powerful as the quality of data it’s fed and the people guiding its use. Machines process patterns, but humans bring empathy, creativity and ethics. So, how can modern management tackle transformation fatigue?

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From dialogue to transformation Transformation is not simply about adopting the latest tools, but also about fostering a culture of continuous learning and adaptation.

Influential thinker and author Peter Drucker taught that “the best way to predict the future is to create it”. This principle underlies Emergn’s Value, Flow, Quality framework, which emphasises the importance of delivering measurable outcomes while promoting a mindset of growth and curiosity.

By concentrating on iterative progress and ensuring that each initiative is aligned with a clear

purpose, we assist organisations in moving beyond superficial changes to achieve lasting impact.

A recent project with a global manufacturing client illustrated this beautifully. By rethinking its approach to innovation and empowering its teams, it achieved a 30% improvement in delivery speed and embedded a culture of agility that drives value.

A call to leaders: lead with curiosity Leadership is more than addressing today’s issues; it’s also about preparing for tomorrow’s challenges.

I encourage you to reflect on the questions: • Are we fostering environments for meaningful dialogue within our organisations?

• Are we empowering our teams to think beyond the limitations of the present?

The future belongs to those who embrace a culture of curiosity and continuous learning. Together, we can manage change and lead it, fostering innovation that serves not just our businesses, but also society as a whole.

Alex Adamopoulos is CEO of digital consultancy Emergn.

PRACTICAL TIPS FOR LEADERS TO START TODAY

1. Create ‘challenge forums’ in your teams: dedicate regular time for team members to present and debate ideas without judgement. Frame these sessions around solving specific problems or exploring new opportunities.

2. Run experiments with real impact: instead of small iterations for the sake of agility, design experiments that target a critical pain point or strategic goal. For example, pilot a new process for customer onboarding, or streamline a key supply chain component: measure results and scale successes.

3. Embed learning into daily routines: Encourage teams to allocate 10–15% of their time to skill development aligned with business needs. Whether through shadowing, peer training or real-world application of new methods, focus on experiential learning to drive immediate value.

By focusing on these targeted actions, you can build environments that encourage innovation and resilience, while staying ahead in a rapidly evolving landscape.

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Future of work

Building a hybrid workforce with agentic AI The newly developed agentic AI digital technology is set to revolutionise how we use artificial intelligence in the workplace. Chetan Dube explains everything you need to know

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s a leader, understanding agentic AI is essential. Your leveraging of it will bring a powerful digital workforce to your organisation, capable of handling complex tasks in areas such as customer service, content creation, sales, IT support and HR. With these capabilities, agentic AI is more than just an upgrade from traditional automation; it lets companies move from fragmented systems to a seamless, end-to-end automation framework for the entire customer journey.

A newly developed digital workforce technology, agentic AI is set to bring massive transformation to the business processes and productivity of companies within the next 12 to 18 months. Here are six critical aspects every industry leader should understand to harness agentic AI.

1. Beyond traditional automation Contrary to prior automations that solved individual tasks, agentic AI can handle entire operational chains and decision-making in various departments of a company, such as client relations, marketing and sales, IT and HR. This digital workforce can complete up to 70% of all tasks, which enables organisations to achieve real end-to-end automation.

Consider also that it can combine and optimise functions from departments that previously functioned independently. Customer journeys can be designed effectively and other functions – such as supply chain and relationship management – can fit better into the overall business processes, creating optimisation and reducing costs.

2. Enhanced data utilisation and real-time decision-making Agentic AI decision-making is data-driven and based on substantial volumes of data that the program processes in real time. For industries such as finance, manufacturing and supply chains, this agility is what can help them make decisions at the right time, quickly. To properly harness this capability, leaders must have a robust data environment, as well as real-time analytics-equipped organisational data that is constantly clean and up to date. It is also crucial to create the proper data governance to meet the regulations, such as the General Data Protection Regulation. An increase in data integrity and availability will further improve the efficiency of agentic AI, for consistent and accurate provision of timely data for strategic business decisions.

3. Supply chain and operational efficiency gains Future advancement of agentic AI will aid supply chain management via planning and scheduling of production times, as well as inventory and distribution planning and arrangements. According to management consulting firm McKinsey, computerised forecasting using AI can cut errors by as much as 50%, increase lead times and decrease inventory waste.

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AI

but can also handle simple routines, such as scheduling, data input and invoicing. Using it for back-office operations such as these could provide industries with potentially up to US$6.7tn (£5.4tn) in labour cost savings by 2030, according to UiPath.

Recommendation: for managers seeking to generate immediate cost efficiencies, the easiest entry point of applying agentic AI involves the use of the bot in addressing repetitive clerical tasks without major risk.

6. Emphasising a human-centric approach and skill development

Manufacturers using agentic AI can monitor equipment, foresee when the appliances are likely to require maintenance, and minimise the likelihood of unplanned breakdowns by as much as half. Leaders who implement agentic AI within their supply chain and operations can expect operational efficiencies and savings on overheads.

4. Personalised customer engagement and revenue growth In e-commerce and retail, agentic AI is innovating how customers are engaged, through real-time pricing, personalisation and marketing. An Idomoo study shows that 81% of customers are willing to work with brands that tailor content to their preferences, and research by Twilio Segment found that 92% of companies implementing AI personalisation experienced revenue growth. In the next year, it is expected that agentic AI will revolutionise how customers experience brands, improving satisfaction and loyalty results. Decisionmakers who focus on using AI for personalisation of applications that directly interact with customers will grow their sales and see higher customer retention.

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5. Improving administrative efficiency and cost savings Agentic AI is outstanding for complex processes,

Agentic AI, and AI in general, will only reach maximum potential if you have the technology aligned with your employees, and your employees buy into the benefits of the technology. Managers need to train workers for positions through which they engage with AI technologies. Creating an innovative culture is just as important, because when employees see AI as a tool in their workplace, and embrace it as helping them do their job, rather than replacing them, success increases.

Introducing the process through the lens of employees results in improved creativity, strategic thinking, and problem solving. Those leaders who pay attention to a positive culture towards AI integration, and ensure AI is deployed with human-centred solutions, will cultivate a robust and versatile talent pool fully prepared for future collaboration with agentic AI. During the next year or so, agentic AI will offer visionary executive decision-makers an ability to advance efficiencies and optimise their processes, as well as improve customers’ purchased experiences. Yet, if leaders intend to capitalise fully, they need to rationalise data with a formal framework governed by proper stewards, and focus on the creation of analytics that assimilate real-time data and on the people-first application of analytics. When leaders embrace agentic AI as a technological and cultural change, companies will prepare themselves for future growth based on an organisation of intelligent autonomous systems.

Chetan Dube is an agentic AI pioneer and founder, and CEO of Quant, which develops cutting-edge digital employee technology set to redefine the future of customer experience.

IN A NUTSHELL

Agentic AI refers to a program or system that is capable of performing tasks on behalf of another user or system. It is more ‘proactive’ than the previous version of AI (generative AI) in that it has the agency to act autonomously to make decisions and interact with external environments.

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Live and learn

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MANAGING MENTAL, PHYSICAL AND EMOTIONAL WELLBEING AND DEVELOPMENT

76 Emotional release Developing resilience against stress

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hy did we decide to move to a four-day working week? In December 2023, I had an ADHD burnout and it made me really think, if I can be driven to burnout, then this a huge possibility for everyone in the business.

I want our employees firing on all cylinders.

This is an honest appraisal because, throughout, we have had to be completely honest with each other about how it is working out for everyone – and some things surprised us.

78 Menopause in the workplace How MSD is supporting colleagues

have fewer staff sick days. Apart Four is the 6 We from when Covid ripped through the team after the Christmas break, our sickness are down. I am no doctor – and maybe magic number levels it’s a coincidence – but we feel this may be connected. Healthier employees are a huge benefit to your business. Obvs.

7

Empty the tank outlook. We all now have the mentality that we will give it absolutely everything in the four days at work and then be able to enjoy an extra day away from work. I would much rather get employees at 100% over four days than 60-70% over five days. Wouldn’t you?

Nine things from nine months It took seven to eight months to fully feel like a ‘normal’ routine. I’d say around 75% of us have fully adjusted now.

1

2

Newbies find it challenging to adjust. It is a very big change when you have worked five days a week all your life. They love it, but have admitted it is overwhelming at the start.

If you are doing this, give your new recruits time and support to adapt.

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Last year, we increased overall revenue by 45%; seven months of this was on a four-day week.

4 5

We increased revenue by 120% in January 2025 compared with January 2024.

We have learned that the founders can’t both be out on the same day. Hindsight has left us wondering what we were thinking, both having the same day off! Our bad. We’ve learned from it and made changes.

80 Book club The latest leadership titles reviewed

8 What I have learned since our company moved to a four-day working week on 100% pay nine months ago By

Rich Howell

Organisation and planning remain business critical. Our work is fast-paced, so we need to be absolutely meticulous with our planning, otherwise we drop the ball.

9

My favourite: we have happier employees!

This means everything to me. Let’s face it, it’s tough out there and you need employees in the trenches who are fully charged and have your back. I absolutely believe we have this with our team, and our four-day week contributes to this loyalty.

In summary, so far so good. I don’t mind admitting the ship has creaked on more than one occasion, but that’s cool. We take it day by day, month by month and, hopefully, year by year. I support our team 100% to overcome any challenge, and that’s what it’s all about at the end of the (four) day (week).

Rich Howell is co-founder of Marvel FMCG Recruitment.

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Emotional release Managers are more worried than non-managers – so how can you develop resilience against stress, asks Dominic Ashley-Timms

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any managers and leaders find themselves overloaded.

Every day feels like a firefight, and we constantly have to reprioritise. We are expected to provide immediate answers, so we tend to expect immediate answers from our teams.

Managers rarely receive adequate training to lead their teams: 82% receive no preparation for their roles, and 52% never achieve any leadership or management qualification. Is it any wonder they are struggling? In fact, managers are more likely to be stressed, angry, sad and lonely than non-managers, according to Gallup’s State of the Global Workplace 2024 report.

The lack of training and resulting rise in managers’ stress levels inevitably impacts on team performance and wellbeing. Those who work in companies with bad management practices are nearly 60% more likely to be stressed than those working in environments with good management practices. Organisations, globally, feel the effects, as 41% of workers experience daily stress and only 23% are engaged.

So, what can managers do to reduce their stress and improve their employees’ engagement and wellbeing?

The habit wreaking havoc Managers must first assess their habitual responses in different situations. Let’s imagine a typical

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Live and learn HOW TO...

you with a moment to THINK instead about whether the situation could be a coachable moment – that is, a moment when a deft prompt from you could help this person explore the situation and possible solutions themselves.

If it is, adopt an enquiry-led approach.

This involves learning to ASK authentic questions that stimulate the other person’s thinking, which will help them consider and reflect on the possible actions to resolve the issue. Focus on what, rather than why, questions, as the latter can imply criticism or blame – for example, asking: “What do you think the reason is for this happening so often?” rather than “Why is this happening so often?”.

To secure a RESULT, you must ask a few more questions to agree on the appropriate follow-up. This will increase the likelihood of action being taken and provide an opportunity to give some appreciative feedback.

Extensive research conducted by the London School of Economics, on behalf of the UK government, recently proved that managers using STAR® spend 70% more time coaching team members in the flow of work and less time managing and doing the work themselves.

scenario at work: a team member approaches you with a problem, asking for your help. What do you do?

An all-too-common response is to provide detailed instructions, directing the employee towards a solution. After all, you’ve been in their position; you know what’s worked for you in the past and you want to help by passing on your accumulated knowledge. You might also think that this is a ‘quick fix’ – that it’s easier to tell them what to do and how, or you feel pressured to have all the answers.

In reality, you spend more time doing things for your team and less time seeking better ways to manage them. Being constantly called upon to take action, solve immediate problems or answer questions on the fly adds strain to your already busy workload. It also sets a precedent in your team that no decision can be made without your input. If you continually solve your staff’s problems, they will keep bringing you more problems.

This command-and-control management approach inevitably leads to higher levels of stress and the threat of overwhelm. It can also trigger heightened frustration towards staff, with managers having shorter fuses because of burdening their work stack and seeing little progress in their team. When managers are stressed, frustrated and on the brink of being overwhelmed, their teams are more likely to feel the same.

STAR® – A guide to reducing stress Consciously changing this habitual management behaviour is key to reducing stress for managers and employees. A new management model – STAR® – helps managers to cultivate an Operational Coaching® style of management by encouraging them to: ● STOP – step back and change state ● THINK – is this a coachable moment? ● ASK – powerful questions and actively listen ● RESULT – agree on the next steps and an outcome from the conversation.

When a team member approaches you with a problem, STOP. Avoid providing all the answers or mentally trawling your mind for solutions.

Learning to bite your tongue in this way provides

“THIS COMMANDAND-CONTROL MANAGEMENT APPROACH INEVITABLY LEADS TO HIGHER LEVELS OF STRESS AND THE THREAT OF OVERWHELM”

Embed the mindset Managers can actively reduce their stress levels by embedding a coaching mindset.

By learning new skills based on purposeful enquiry and adopting an enquiry-led approach, managers can help staff develop problem-solving skills, which is key to their growth. Inevitably, this will foster a happier, healthier culture of value, support and fulfilment for everyone.

Dominic Ashley-Timms is the CEO of performance consultancy Notion. Together with Notion’s COO, Laura Ashley-Timms, he created the multiaward-winning STAR® Manager programme and authored the management bestseller The Answer is a Question: The Missing Superpower that Changes Everything and Will Transform Your Impact as a Manager and Leader.

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Menopause in the workplace Joanne Goldie shares how the team at Merck, Sharp & Dohme developed an initiative to support colleagues impacted by menopause

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s a woman in her 50s, I know I am not alone in how perimenopause has impacted my confidence in the workplace. Symptoms such as brain fog, difficulty concentrating and poor sleep have made me feel embarrassed about being perceived as less capable and reluctant to pursue more senior leadership roles. This personal experience is echoed by many colleagues who find themselves grappling with similar challenges during this transition.

those who are experiencing menopause. Their responsibilities include: • Providing confidential support and a listening ear to colleagues • Educating teams about menopause and its impact on employees • Advocating for reasonable adjustments in the workplace to accommodate those affected by menopause • Organising workshops and informational sessions to raise awareness.

MSD’s menopause initiative Members of Merck, Sharp & Dohme’s (MSD’s) Women’s Network – an employee business resource group dedicated to fostering an empowered and supportive community and promoting gender equity – sponsored the development of the Menopause Core Team. We conducted our first UK company-wide survey about menopause with all employees. The courage of employees to speak up during this survey highlighted the need for proactive steps to improve employee wellbeing and create a culture where all workers feel valued and supported at every stage of their professional lives.

While some colleagues reported minimal impact on their daily lives, many employees reported experiencing a range of menopause symptoms that affected them at work, including difficulty concentrating, fatigue and brain fog, which make it harder to recall information in a fastpaced work environment.

The broader impact on employee wellbeing Supporting employees through menopause has far-reaching benefits for individuals and the organisation. By creating a supportive environment, MSD aims to: • Reduce the stigma associated with menopause • Enhance employee retention by addressing the specific needs of this demographic • Attract top talent who value a workplace that prioritises employee wellbeing • Foster a culture of inclusivity where all employees feel valued and supported.

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Creating a supportive environment In response to these findings, and MSD’s existing menopause policy, we launched a comprehensive menopause initiative. In collaboration with empower4life, an organisation that provides training programmes for companies around menopause and menstrual health, MSD trained 20 menopause champions from across a diverse representation in our business. These champions have been equipped to provide information, support and advocacy for colleagues, whether they are going through menopause or supporting someone at home or work.

The role of menopause champions Menopause champions play a critical role in driving cultural change within MSD. They act as ambassadors to all colleagues, promoting understanding and empathy towards

Ongoing improvement, future goals and aspirations It has been immensely rewarding to lead and champion this initiative, and we will continue to monitor and improve support for employees, to ensure that we build confidence for menopause and menstrual health at work.

Fostering an open and supportive menopause culture, MSD is setting a high standard that represents a significant step forward in creating a workplace where all employees can thrive at every stage of their careers and reach their potential.

Joanne Goldie is scientific engagement lead oncology and menopause core team lead at Merck, Sharp & Dohme.

MSD was shortlisted for the Employee Wellbeing Award at the Leadership Excellence Awards 2024 for its menopause support initiative.

THE IMPACT OF MENOPAUSE ON PROFESSIONAL LIVES

In today’s professional landscape, diversity, equity and inclusion (DEI) are at the heart of progressive workplaces, and MSD’s commitment to these principles is paramount. Menopause, a natural and personal life transition, remains one of the most overlooked

workplace wellbeing issues. Significant UK surveys highlight that, without the right support, many talented employees may feel forced to reduce their hours, take extended leave, turn down promotions, or even leave their jobs because of their symptoms.

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Live and learn BOOK CLUB

WHICH BOOKS SHOULD BE KEEPING LEADERS AND MANAGERS AWAKE AT NIGHT? EDGE REVIEWS SOME OF THE MOST INTRIGUING TITLES AROUND

12 Tools for Managing a Selfish Leader Author Josefine Campbell Price £14.99, Armin Lear Press

Can you overcome the impact of a selfish leader?

This title had me intrigued. I was keen to understand what defines a selfish leader, the behaviours to be aware of and the tools to overcome the impact. As soon as I began to

read this book I was hooked. Let me explain why.

Campbell, an executive coach and leadership development consultant, has written a leadership book with a novel feel, taking the reader on the transformational journey of the main character, Marie.

She is a middle manager, leading a team, and has been subjected to a line manager (boss) who has acted as a selfish leader.

Campbell cleverly weaves her 12-step framework into Marie’s coachee journey, following her emotional breakdown at work. It felt as though I was in the coaching room with Marie through Campbell’s realistic and compelling writing style. Each step of Campbell’s framework was clearly and concisely explained, and used by the coach with transformational consequences.

I could empathise with fragments of Marie’s journey and, hence, I found Campbell’s book reflective and impactful in equal measure. Campbell’s wisdom and leadership expertise shines through.

In summary, it is inspiring, empowering and practical.

There are invaluable learnings for all in this brilliantly executed book. In Campbell’s words: “We never grow too old to change for the better.” One question: when is the sequel?

Josefine Campbell will be at a Meet the Author session at Leadership Live on 24 June.

Nobody Believes You AuthorJenni Field Price £1o.99, Youpreneur Press

Are you a credible leader?

A phrase in the foreword of this book, “Credibility is not just about authenticity: it is about the chemistry of human interactions”, instantly sparked my attention, and I was keen to understand what makes a credible leader in today’s ever-changing leadership landscape.

Field, a thought leader in the communications industry, examines leadership through the introduction of the ‘wheel of credibility’, a framework made up of eight core traits: empathy, trustworthiness, vision, supportiveness, vulnerability, likeability, integrity, and capability – the desired behaviours of credible and effective leaders.

Field effortlessly guides readers through the eight traits, explaining how each is demonstrated by a leader and what each one really looks like. This is combined with skills and strategies to aid leadership development in each of the eight desired behavioural areas, which, together, complete the ‘wheel of credibility’.

Written in a straightforward, easy-to-follow manner, Field’s

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expertise in the communications sector is evident through this highly insightful, self-reflective and action-orientated leadership development book.

I have always had a passion for authenticity in leadership. This book has broadened my viewpoint and deepened my knowledge on the importance of being credible as a leader, and how to successfully achieve this, to become, as Field states, “the credible leader people want to follow”.

This book is one for the personal and professional development library of every leader. A brilliant read!

Jenni Field will be at a virtual Meet the Author event 20 May at 12:30pm.

Leadership Landmarks Author Marc Beretta Price £19.99, LID Business Media

A fresh leadership development approach It’s not often a leadership book includes a ‘how to use this book’ section, which invites readers to “start reading where the wind takes you”. It’s captivating, and an insight into the format of this extensive, detailed, theoretical, yet deeply passionate leadership book.

Beretta, a master certified coach, writes through a lens of personal and professional experiences, using the Know, Do, Be framework, encompassing: lessons learned; reframing leadership models into landmarks; sharing client journeys; and introducing multiple leadership assessment tools and practical exercises, while cleverly intertwining powerful quotes from an array of world leaders throughout.

Leadership Landmarks is filled with a variety of ingredients; it’s deep yet humorous in parts, and it’s

abundant with content – reflections, stories and guidance across areas such as self-awareness, agility, the environment and kindness.

It’s different, it’s unconventional in terms of style and flow, and offers a fresh approach to leadership learning and development.

If you’re looking for a leadership book that gifts flexibility, which invites you to explore it depending on the topic, quote or phrase that sparks your interest, subtly drawing you in to absorb the full chapter and gradually the whole book, then it’s the book for you. An intriguing read.

Marc Beretta will be at a virtual Meet the Author event 11 June at 12:30pm.

ABOUT THE REVIEWER

Belinda O’Neill is a business, leadership and wellness consultant, and founder of Be Inspired To Be. She is an award-winning author, speaker, event facilitator, podcaster and educator. Belinda is also a business and community ambassador, having held many voluntary roles throughout her career, and is currently a judge for the National Startup Awards. She lives in Co Down, Northern Ireland, with her husband, Peter, and their son, Leo.

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Beth Evans How did you come to be doing the job you are doing today?

What piece of advice would you offer to your 18-year-old self?

I have worked in human relations (HR) for more than 30 years, with a variety of companies. Nearly 10 years ago, I decided to try my luck going out on my own, and formed Barrow & Parker to provide HR advice, coaching and training to others. I wanted more control over how I split my time between home and work, and wanted to deal with ‘kind and clever people’ within my own business and with external clients.

I imagine that everyone would want to tell themselves that it was going to all work out.

But I’d experienced some very serious bullying at school that really impacted my confidence, so I’d want to share a vision of how far I have managed to come from that time and tell myself not to lose faith.

If you had a superpower, what would it be and how would you use it?

What is the highlight of your working week?

I get to talk to a huge variety of people and I’m always curious to hear their story – how did they get where they are and what is next for them? I’m always learning and it’s wonderful to be part of someone else’s learning transformation in terms of the training work that we do.

If you weren’t doing this job, what would you like to do?

I always joke that if I won the lottery, I would pack up my day job and become an alpaca farmer in the depths of rural England.

That’s probably not too far from the truth; I’d set up an animal welfare charity and rescue, rehabilitate and rehome everything that I could help!

There’s going to be a recurrent theme here – I’d love to be able to communicate with animals in order to calm their fears. I’d like to save them from cruelty and neglect, and lead them to a place where there is no hunger, fear or abuse.

“IF I WON THE LOTTERY, I WOULD PACK UP MY DAY JOB AND BECOME AN ALPACA FARMER IN THE DEPTHS OF RURAL ENGLAND”

What is one fact about yourself that most people would be surprised to know?

I am guessing that few people would imagine that I used to do a lot of charity volunteering in medieval re-enactment – I was Nottingham Castle’s Maid Marian and I would fight with a broadsword.

Beth Evans is the CEO of HR consultancy Barrow & Parker. She is a Fellow of The Institute of Leadership and was runner-up for Institute Advocate of the Year in the Leadership Awards 2024.

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