What does it mean to be a leader now?

In a recent workshop with senior leaders, we asked what feels most challenging about leadership right now. One response stood out:

 “I look back five years and almost feel nostalgic. We were still getting to grips with the post-COVID world, but since then the pace of change has just kept building — some of it exciting, some of it overwhelming. As a leader, I’m finding it harder to create the mental space I need to do my best work and to help my team do theirs.”

Others in the group were quick to relate. The challenges they shared fell into three areas:

• AI and its impact: How do we understand what it means for our business — and bring both the eager learners and the cautious sceptics with us?

• Changing expectations of work: How do we get the energy and commitment we need while recognising shifting priorities around where, how, and why people work?

• Staying focused amid chaos: With constant disruption — from economic shifts to global instability — how do we decide what really deserves our attention?

The conversation turned to what leaders can do to support their teams and shake the shadow of overwhelm that sometimes lurks at the edge of their thinking. “Control the controllables” is a cliché but it’s one that rings truer now than ever. Here are some thoughts about where a leader can usefully put their energy and see some positives as a result:

1. Be yourself, everyone else is taken. No leader can have all the answers to the complexities we face now, nor mastery across all the leadership skills and behaviours needed. What counts is knowing your strengths, understanding - and finding ways to compensate for - the gaps, then showing up for your team authentically. Building the confidence of the team means confronting the harsh realities of what’s happening now, whilst maintaining a steady and realistic belief in a positive outcome. 

   
   

2. Give the team what they need to do their best work. Giving people the knowledge and skills to get to grips with what’s new helps take the fear away, equips them for the future and reassures them of their value. Explaining the “why” lends meaning to tasks and builds commitment to delivering quality work. Delegating decision-making as well as responsibility for doing the task builds accountability and sense of agency.

   
   

3. Ride the wave. Inspiring leaders jump on their surfboards first to show direction and role model the way for the team. Misjudging a wave is inevitable sometimes – but when a leader finds their balance, the team stays ahead of the change and harnesses its energy.

Over the coming weeks, we’ll be exploring more ideas around what it means to lead right now. We’d love to know:  What are you finding most challenging? What’s helping you and the team ride the wave?

Next week: In an AI Age, Human Leaders have the Edge