Blog

The past year has been one of significant upheaval for many organisations. Across industries, we’ve witnessed major transformations – leadership changes, redundancies, and departmental restructuring driven by the need for efficiency and survival in increasingly competitive markets. Having navigated similar waters during my in-house leadership roles, as well as now serving as an external advisor to senior teams, I’ve seen firsthand how leaders can either make or break their organisations during these turbulent times.

One of the most critical lessons I’ve learned throughout these experiences is that leadership in times of upheaval requires a mindset shift – from simply managing to truly leading. Leaders today must focus not just on the immediate challenges, but on unlocking the hidden potential within their people and teams, especially when change feels most unsettling. This is where curiosity and coaching have proven to be powerful tools.

In my book, Let Go Leadership, I shared a story that highlights this approach. I was working with a client whose team was facing a restructuring. Traditionally, they were inclined to fit people into roles based on their fixed job descriptions, assuming that past performance dictated future success. But through coaching, we adopted a different perspective—one rooted in curiosity about each individual’s unique potential.

We reframed conversations from “what are you doing now?” to “what could you be capable of?”

What followed was remarkable. One team member, previously pigeonholed into a narrow role, revealed untapped leadership skills and strategic thinking capabilities that no one had seen before. By moving beyond the rigid boundaries of a job description and focusing on growth and potential, the organisation was able to tap into a depth of talent that had been hiding in plain sight. This didn’t just benefit the individual; it created a ripple effect of innovation and engagement across the team.

As I prepare to facilitate another series of our 2-day Leader As Coach programme, I’m excited about the potential these leaders will uncover as they re-look at their teams. They’ll see the untapped wisdom, creativity, and innovation that too often gets overlooked when we pigeonhole people into roles based on outdated thinking.

So, what does this look like in practice, especially when navigating today’s complex challenges?

1. Transparent Communication: In times of change, clarity is key. Employees need to understand not only what is happening but also why. Creating a space for open dialogue helps people feel informed, included, and less anxious about the future.

2. Coaching for Growth: Instead of assigning people based solely on their current skills or roles, leaders should embrace a coaching mindset. Ask: “What else could you bring to the table?” This shifts focus from job descriptions to individual potential. As I prepare for the upcoming Leader As Coach programme, I’m particularly excited to see leaders discover the hidden strengths in their people – unlocking fresh ideas and capabilities that can drive transformation.

3. Support Systems: Change is emotionally taxing. Leaders should invest in support systems that address both practical and emotional needs – whether that’s mental health support, financial planning assistance, or career development resources.

4. Building Agility: Organisations that prepare their people for future roles, rather than pigeonholing them into existing ones, become more adaptable. Upskilling, cross-functional training, and fostering a growth mindset will not only help individuals but strengthen the entire organisation.

In conclusion, leading through periods of upheaval isn’t just about survival. It’s about unlocking the potential within your team and positioning your organisation for long-term success. By embracing curiosity, coaching, and transparency, leaders can navigate turbulent times while empowering their people to thrive.

Change, after all, is inevitable – but how we lead through it will determine whether we merely weather the storm or emerge stronger on the other side.