Author: Mike

In today’s business landscape, we’re finding that 90% of our conversations with clients revolve around transformation and restructuring. 

Whether it’s reshaping business models, reorganising structures, downsizing, consolidating, or expanding into new markets, the pressure to adapt is significant. 

Navigating these changes and unlocking the power of leadership to guide through uncertainty with clarity and empathy plays a critical role in helping businesses not only survive but thrive.

To share some insights on the crucial role leaders can play, we turned to Steve Jefferys, one of our experienced executive coaches. With hands-on leadership experience at global marketing agencies including Proximity London, Kitcatt Nohr, and Havas Helia, Steve offers his perspective on how leaders can steer their teams through complex times.

Here are his top tips for leading through change.

Market conditions – both pre and post President Trump’s global tariffs – are providing an uncertain canvas in which many businesses are having to operate, adapt to and survive within. 

The human impact of this is far-reaching with restructures in response throwing certainty to chaos – with redundancies, role changes and areas of priority and focus having to pivot; almost overnight.

And while the change itself is hard enough to contend with, those left behind to make sense of their new landscape often do so without the safety net of the familiar –  long-established colleagues, team dynamics or leadership structures. 

That’s where leaders need to step in – and step up. 

In times of uncertainty, investing time, space and resources into people in the rocky times will be an investment worth making in the long-run. People remember and stand by those who heard them, supported them and stood by them – ensuring their long-term commitment and loyalty. 

There is no better time to get your leadership reps in than when the winds of change are blowing, and new ground is being broken.

There are three important strategies  to help you along the way in navigating this.

1. Invest time in just ‘being’ with your people

Time with your people with no agenda is not wasted, fruitless time. 

The best conversations happen when there is no fixed agenda or purpose. The knack, though, is in holding the line and allowing the time and space for this to feel a normal, safe and constructive environment. 

What do I mean by this? Go for a walk with your team members and just see where the conversation goes. If you’re remote, both walk and plug your earphones in over a phone call. Get away from a Teams screen. Don’t have a pen and paper anywhere in sight. 

Hear about what’s happening for them, what’s important to them and how things are being said. It’s amazing how many clues and insights you can gather to revisit and probe on in the moment, or at a later date. 

It’s interesting how often  the best insights from people come from that last moment – when you’re in the lift back up to the office and they casually mention something that’s crucially important to them.

Those casual moments can unlock a new way of helping them, or understand what’s really going on. All because they’ve been allowed the space to do so. 

Giving your people the gift of time and space – with no agenda – in times of flux is invaluable. 

Not only will you gain valuable insight, you’ll also strengthen trust and credibility. 

2. Tell people what you’re going to tell them. Tell them. Then tell them what you’ve told them.

Communication. 

When things are changing, tell people clearly, promptly and in a variety of ‘channels’. 

Never assume the first touchpoint does all the heavy-lifting. People hear different things in different ways and messages cut through at different times.

Be mindful of this. 

Communicate messages clearly and with authority in group settings, then ensure these messages are pushed home in one-to-one communications (meetings, emails, phone calls. Sometimes all three). 

Allow space for people to absorb new information, be aware of who your reflectors are and who are likely to have questions and ideas in the moment. 

Allow space for all communication styles and invite comments and opinions. 

After which, calmly acknowledge and address these in follow-up communications. It holds an authentic line. 

Adopting this approach will ensure you have a consistent thread of authority.

Even if the message you convey can’t deliver certainty, you can underline your credentials by being clear and authentic with your teams. 

And they’ll value and appreciate that.

3. Hold space for people to help themselves – instead of diving in to solve it for them.

People will build more and better resilience and capability if they are given space and time to develop it on their own terms and in their own way. 

As leaders, it’s our job to provide the environment where this becomes the rule, not the exception. 

This needs a mindset shift from:

‘I need them to get this done well now’ to 

‘I want them to become competent and capable based on what works for them –  their skills, learning pace, and even the mistakes they’ll make along the way’. 

Promoting empowerment not only builds stronger people, it underscores the trust they have in their leaders, and ensures they feel a valued part of the team because of who they are as well as what they deliver. 

And, as leaders, it’s essential to step back and allow others to take charge of their own growth. 

This enables leaders to guide from a distance while fostering trust and development.

While this isn’t a one-stop shop to ensure a seamless journey through the tougher times, the three strategies here do provide the keys to unlock a number of hidden doors in the weeds of business life, irrespective of industry. 

And while the choppier seas may take a while to calm, your ability as a skipper to tend the tiller will grow the more time you spend with your crew.

And they won’t forget you, either.

Your Turn

How are you ensuring that your leadership approach supports your team in navigating times of change? 

Reflect on these three strategies and consider how to integrate them into your leadership style.

Johanna H. Lundgren, an ICF-certified executive coach with over 15 years of experience, will discuss her concept of Relationship Debt and its impact on employee burnout as part of our virtual event on 27 February. In this article, we introduce the idea, and how effective leadership ensures that  Relationship Debt doesn’t spiral out of control. 

Burnout has become a significant concern in the workplace, with alarming statistics highlighting its widespread impact. According to Mental Health UK’s Burnout Report 2025, 91% of adults in the UK reported experiencing high or extreme stress over the past year. One in five employees has taken time off work due to stress-related burnout, with younger workers (aged 18–24) being the most affected. Despite the severity of the issue, many employees remain hesitant to discuss their struggles with managers, which further exacerbates the problem.

While much of the discourse around burnout centres on excessive workloads, tight deadlines, and insufficient resources, Relationship Debt is a new concept that highlights a significant yet often overlooked factor: Interpersonal Dynamics. 

ICF-certified executive coach Johanna H Lundgren introduced the concept of Relationship Debt in her recent research paper, Relationship Debt and Its Impact on Employee Burnout in Private Western Technology Companies

She suggests that Relationship Debt accumulates when workplace conflicts, broken promises, and unfair treatment go unresolved, making it increasingly difficult for employees to trust and collaborate. Heavy workloads and emotional exhaustion further contribute, leaving little energy to foster positive relationships. 

When communication falters and trust diminishes, these issues escalate, resulting in stress, burnout, and disengagement. Over time, teams struggle, productivity declines, and the workplace becomes toxic. Addressing Relationship Debt promptly through open discussions and fair treatment encourages a healthier and more supportive work environment.

Unlike workload stress, which is immediate and quantifiable, Relationship Debt accumulates gradually. It manifests through persistent, unresolved interpersonal tensions, ignored feedback, and employees feeling undervalued or unheard. Initially, these conflicts may seem minor, but over time, their cumulative effect can lead to emotional exhaustion, cynicism, and disengagement—key precursors to burnout. 

Leadership’s role in managing Relationship Debt 

Effective leadership ensures that Relationship Debt does not spiral out of control. In workplaces where leaders are proactive about resolving conflicts, fostering open communication, and creating an environment where employees feel valued and heard, the levels of Relationship Debt tend to be lower, and the risk of burnout is reduced. 

Leaders need to create an environment where employees feel comfortable expressing concerns, knowing that those concerns will be heard and addressed. When Relationship Debt is allowed to build, it erodes trust, and trust is the foundation of a healthy workplace culture.

Addressing Relationship Debt: A proactive approach

Addressing Relationship Debt is not just about employee well-being; it is a strategic imperative for organisations that aim to enhance productivity and sustain a healthy workplace culture. 

The good news is that Relationship Debt can be addressed, but it requires proactive leadership and a focus on rebuilding team trust and resilience. 

Johanna H Lundgren stresses the importance of early intervention – leaders need to tackle interpersonal conflicts before they escalate. This could involve regular one-on-ones, feedback sessions, or creating safe spaces where employees can voice concerns without fear of reprisal. 

Johanna H Lundgren will share more about how Relationship Debt impacts burnout and discuss practical strategies to rebuild trust and team resilience at our virtual event – The Burnout Cure: Strengthening Workplace Relationships, on 27th February from 12 pm to 1.30 pm (GMT).

To secure your place, register here.

A new year often brings change, which can be unsettling and requires strong, focused leadership. We asked five Mindbeat coaches what they would say to leaders being asked to implement transformation as part of organisational strategy in 2025. This is what they had to say. 

Mindbeat coach, Pam Kingsland

My top tips for driving a meaningful transformation are to ensure you start with defining a clear, compelling vision that resonates with all stakeholders. This vision should encapsulate the desired future state and guide all transformation efforts. It is also crucial to involve key stakeholders from the beginning. Their input, support, and buy-in are essential for successful transformation. Regular communication and transparency can help build trust and collaboration.

Where possible, use data to drive decisions. Gather insights from various sources to understand current challenges, identify opportunities, and measure progress. Data-driven strategies are more likely to be effective and sustainable. Ensure you retain flexibility and develop a flexible plan to adapt to changing circumstances. Set short-term goals to achieve quick wins, but remain open to adjustments as new information emerges.

Crucially, foster a culture of empowerment where employees feel valued and motivated to contribute. Provide the necessary resources, training, and support to enable them to drive transformation initiatives. Embrace a mindset of continuous improvement. Regularly assess and refine strategies, processes, and practices to ensure ongoing growth and development.

Finally, celebrate successes! Recognise and celebrate achievements, both big and small. Celebrations can boost morale, reinforce positive behaviour, and maintain momentum throughout the transformation journey.

Mindbeat Coach, Gill Simpson 

When leading change, we often focus exclusively on the future, inspired by the possibilities and eagerness to engage others with a vision of what lies ahead. However, this can lead us to overlook an essential aspect: acknowledging what people are being asked to give up and leave behind. 

Without addressing what is ending, individuals may remain attached to existing ways of doing things, relationships and dynamics. If they feel ‘forced’ into new approaches, these attachments may resurface later, manifesting as resistance, defensiveness, and frustration. 

Take time to reflect—both as a leader and with your teams—on what is coming to an end and what needs to be let go of. What would a thoughtful and meaningful ending look like for this chapter? 

Only by fully closing one chapter can you release the energy needed to move forward into the next.

Mindbeat coach, Colleen Lightbody

In December I travelled to Antarctica, the coldest, driest, highest, windiest, most inhospitable and most beautiful continent on the earth, To get there, you have to cross the feared and treacherous Drake Passage. A two-day crossing over a stretch of wild water (pictured) facing the ‘Roaring Forties’, ‘Furious Fifties’, and ‘Screaming Sixties’ (40, 50 and 60 degrees latitude), swift currents and colossal waves. Fortunately, we had an unflappable captain. Captain Todd McBain.

2025 already feels like being on the Drake Passage. Dramatic and rapid tech advancements, unexpected shifting social norms, significant global challenges and complexity – if ever there was a moment that demands leadership, this is it.

Change requires wise navigation, is your leadership transformative, survivalist, or disastrous? Over 800 ships have met their demise in the Drake.

The human brain is wired for predictability and efficiency. When faced with the unprecedented pace of 2025, the brain can perceive change as a threat, triggering the amygdala’s fight-or-flight response.

Great Leaders never underestimate the impact that uncertainty has in creating primitive brain responses (think global pandemic and the shutting down of entire countries). So be like Captain McBain:

* Create Psychological Safety – open and reassuring communication from the bridge.

* Harness Neuroplasticity – he expected open and courageous mindsets to face the challenge

* Lead with Vision – we were constantly reminded of the magnificence of the destination

* Teamwork and bonding – we were encouraged to talk, support and feel like we owned a collective identity facing the dragon.

Captain, our Captain, transformed our experience of the Dreadful Drake! Be that Captain of your ship this year.

Mindbeat coach, Anita Sauvage

Leaders are the architects of an organisation’s future and that’s why they need to set a meaningful tone for its transformation path.

One element that will influence success is their ability to communicate the ‘what’, “why” and ‘how’ in a clear and understandable way. Without it, one might not get the employees’ buy-in.

Collaboration is also crucial to achieve great results. Encouraging cross-functional collaboration and enabling risk-taking will support a sense of belonging and promote harmony. This is an integral part of a transformational process.

But above all, leaders need to show that they are authentic and empathic (the foundations of Emotional Intelligence). A research by the Harvard Business Review found that leaders with high emotional competency are six times more likely to carry out successful transformation projects within their organisations. Their ability to manage emotions helps to improve communication, collaboration, but also conflict resolution or resistance to change.

Emotionally intelligent leaders know how to listen, inspire, create trust, guide and support their teams through the change process. They foster a more harmonious and motivating working environment, which is vital to create a meaningful and successful transformation.

Mindbeat coach, Gerard Delagarde

Having decided what change to aim for, leaders then have to drive it.  Arguably, that’s what they’ve always done – so why will the second quarter of this century require a different approach?  

Above all, because of digital technology. Whilst that’s not new, the reach and capacity of AI, machine learning, and automation will present new opportunities and risks, significantly surpassing even 2024. Leveraging the opportunities will be part of most businesses’ transformational goals.  It should also be part of how they drive those goals – as a tool for agile innovation and enhanced communication, informed decision-making, and evaluation of progress.  

The leader’s role is to develop, inspire and empower others to identify and implement such enhancements. Managers can’t assume that everyone understands the potential of AI for example, even amongst young people. This means (a) encouraging growth mindsets by promoting continuous learning and investing in employee development programmes and (b) creating an environment where creativity and experimentation are valued.  

What will distinguish transformational leaders is their ability to do all the above, including using AI, whilst still communicating with human empathy and authentic passion.   

Mindbeat coach, Tariq Janmohamed

Support the emotional journey during the transformation.  Even if people are bought in and support the change in principle, they will likely experience a range of emotions during the transformation before finally accepting and succeeding in the new environment (or in some cases deciding to leave).  Acknowledging and supporting those emotions therefore eases the transformation journey.  This can be done in a variety of ways including facilitated plenary sessions, smaller group sessions or if necessary, one-to-one support.

Generate short-term wins.  If people see some of the benefits of transformation quickly then it will likely lead to a virtuous cycle in which the change can be more easily, swiftly and successfully instituted.