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Over the past 10 years, we’ve learned a lot about what really matters when supporting change. Below, we share some key insights that we hope will be useful for those who find themselves responsible for bringing people together to make change happen.
We are conditioned to look for simple solutions to complex problems. However, complexity is an unavoidable reality, it just is how things are. The leaders and organisations that thrive are the ones that work to embrace uncertainty, ambiguity, and complexity as part of their ongoing adaptation and learning.
Why It Matters:
Organisations that are skilled at working with complexity and not against it are better equipped to innovate, stay resilient, and make thoughtful decisions in the face of challenges. Embracing complexity means accepting that there are no perfect answers—only informed actions.
Did You Know?
Practcial Next Step:
Create spaces where leaders practice engaging with the tensions and dilemmas they are facing without the need to provide immediate solutions; this may feel counter-intuitive to solutionising that you are used to (and even irritate some), but the "reflective muscle" it will develop will make a big difference in the long run.
In a world that often craves quick solutions, reflection can seem like a luxury. But it’s actually a strategic necessity for working through the inevitable tensions and contradictions of leadership. Reflective practices help leaders and teams make sense of shifting dynamics, improving decision-making and enabling better collaboration.
Why It Matters:
Reflection enables leaders to avoid reactive, costly decisions and better understand the complexities of their environments. In a world where the right answers are rarely obvious, slowing down to think critically isn’t optional—it’s essential.
Did You Know?
Research shows that leaders with strong reflective practices perform 23% higher than those without.
Practical Next Step:
When and where does your leadership team make time for reflection - collectively and individually? How is this prioritised or de-prioritised in the reality of your organisational culture? In your next group meeting, leave space to think about a specific issue or challenge and share what you noticed or learned together.
Working in groups isn't just about gathering people; it's about understanding the invisible forces that influence how we work together. Group dynamics—such as power shifts, conflict, and interpersonal tension—are constantly at play. The leaders and organisations that excel are those who actively work to recognise and work with these dynamics, creating environments where diverse perspectives can really contribute.
Why It Matters: Teams that invest in understanding group dynamics can build deeper connections, work more cohesively, and unlock the full potential of collective intelligence. By addressing underlying dynamics, organisations enhance their decision-making quality and adaptability, paving the way for progress on their most pressing challenges.
Did You Know? Nearly 45% of leaders report that a lack of trust and interpersonal issues in their teams are the greatest barrier to achieving high performance, yet most organisations focus more on task efficiency than on relational dynamics.
Practical Next Step: Dedicate time in meetings to surface and explore group tensions rather than avoiding them. Encourage open conversations around conflicts or power imbalances—it may feel uncomfortable initially, but this reflective practice will lead to stronger, more connected teams capable of making real progress.
Understanding the principles of collaboration and leadership is only half the battle. The real challenge lies in turning that knowledge into consistent action. The gap between what leaders know and what they actually do can stall progress and weaken trust within teams; with many in the research having a higher opinion of their leadership quality than their teams did of them.
Why It Matters: When leaders show consistency in their application of learning, they enable greater trust, accountability, and shared ownership. bridge the know-do gap, they create environments where trust, accountability, and shared ownership thrive. Yet too often leadership development or interventions can remain too abstract or focussed on theory without supporting practical application (our included at times) leaving teams more knowledgable but perhaps stuck in ineffective patterns.
Did You Know? Only 19% of business managers perceive leadership development programmes as relevant to their organisations. The relevance and the use of real experiences is key.
Practical Next Step: Regularly check-in on whether the way you want to work together is actually how you are working together - and explore what the gaps are, and what small actions you might be able to take to close these.
Leadership is not something done in isolation. It’s a social, participatory process that takes place through our everyday interactions with others. Yet, much of our leadership development happens in individual, 1:1 settings, missing the dynamic and relational nature of leadership in practice.
Why It Matters: When we focus solely on leadership as an individual trait or task, we miss the opportunity to strengthen our collective leadership capacity. Participatory leadership supports shared understanding, innovation, and the ability to adapt to challenges together rather than relying on a single individual to “have all the answers.”
Did You Know? 41% of business leaders feel their organisations do not meet the necessary leadership standards and that leadership development remains focused on individual competencies.
Practical Next Step: Shift leadership development away from individual-focused models and create more opportunities for leadership practice in group settings. Encourage leaders to step into and influence group processes, while also creating space for others to lead. This approach will more accurately reflect the relational and dynamic nature of leadership in real-world contexts.
