There’s no single way to maximise executive development. In our experience, it starts with understanding the exact context, business challenges and the person – then matching this with the right cadence, setting, and tone of work that brings real return value.

Ask most executive leaders if they value development, and they’ll say absolutely. Ask to see their diary, and the story often changes.

For many senior leaders, the space to reflect, learn, and grow is the first thing to go when time gets tight. Yet the return on value from even small, consistent investments in development is immense. Executive training and development isn’t about theory; it’s about sharpening judgment, expanding perspective, and creating the kind of mental bandwidth that drives better decisions.

If you play sport at any level, having a coach and receiving feedback are constants – not luxuries reserved for high performers, but fundamentals for all performers. In most arenas, structured reflection is viewed as essential to progress. In business, however, it too often gets treated as optional. That mindset is a missed opportunity.

Here are a few simple Do’s and Don’ts that separate the high-return in corporate leadership development programs from the tick-box ones.

1.       Do protect cadence. Don’t treat it as optional.

Development compounds through rhythm. Whether it’s a coaching series, peer forum, or a leadership lab, consistency matters more than intensity. A monthly 60 – 90 minute session held sacred beats a one-off two-day event that’s quickly forgotten. When growth is scheduled like performance, it starts to shape it.

2.      Do link learning to live decisions. Don’t isolate it from reality.

The best development happens around real dilemmas. Strategy choices, people challenges, or moments of uncertainty.

When sessions feel abstract, leaders disengage. When they feel immediately useful, insight turns into behaviour. Good design meets executives where they are, not where theory says they should be.

3.      Do value the environment. Don’t underestimate setting.

Online formats are efficient, but face-to-face work still carries unmatched power for connection and candour. The right setting (calm, focused, off the grid) changes the quality of thinking. A balanced approach that blends online and in-person touchpoints creates both access and depth. It signals that leadership reflection is work, not a luxury.

4.      Do measure return on value. Don’t mistake activity for impact.

The true ROI of executive development isn’t hours logged or modules completed. It’s the improved quality of conversations, alignment, and decisions that follow. When programmes are designed with return value in mind, their worth becomes self-evident.

5.      Do make reflection a habit. Don’t let urgency win every time.

Leadership ambition without space for reflection is like having a map but never stopping to check direction. The best executives carve out time to step back, review, and adjust. Not as an indulgence, but as a performance discipline.

Closing thought

Executive development remains one of the most under-utilised levers of organisational performance. It’s not about time away from the job; it’s about time invested in it.

When leaders get the cadence, setting, and return value right — and make space to think, regularly, with intent — they don’t just develop themselves. They raise the standard for everyone around them.

We often hear people say “we don’t need managers, we need leaders.” It sounds compelling, but it misses the point. Organisations need both.

Without leadership, people lose sight of the bigger picture. Without management, nothing actually gets done.

Think of it like a garden. Leadership is deciding what to plant, where the sunlight will fall, and how the space should look when it’s in full bloom. Management is the daily work of watering, weeding, and pruning so the plants actually grow.

You can have the vision of a beautiful garden, but without the care it becomes overgrown. Equally, you can tend the soil perfectly, but without a clear plan it might never look like more than a patch of grass.

What a Great Leader Does Best

Leadership is about direction and inspiration. Leaders point towards a future state that others can believe in. They energise people, align them behind a common goal, and give confidence when the path ahead is uncertain. People who naturally fit leadership roles often have curiosity, courage, and the ability to simplify complexity into something motivating.

Different leadership styles bring this to life in different ways but all require core leadership skills such as vision and empathy.

But leadership isn’t enough on its own. A leader who only dreams big but can’t organise details risks losing the trust of their team.

Driving Order and Reliability

Management is about execution and consistency. Managers make sure systems run smoothly, deadlines are hit, and standards are upheld. They bring order, structure, and reliability to an organisation. The people who thrive here are often detail-focused, disciplined, and skilled at turning plans into repeatable processes.

Importantly, management is not just about systems. It’s also about people. Good managers support, coach, and hold their teams accountable. Where leaders tend to motivate direction, managers often ensure individuals have the clarity, resources, and feedback needed to perform day to day.

Yet management without leadership can become mechanical. Tasks get done, but people lose sight of why it matters.

Developing for Impact

Because leadership and management skills demand different muscles, the way people are developed should reflect that. Leaders benefit from building capabilities in visioning, storytelling, decision-making under uncertainty, and influencing diverse stakeholders.

Managers thrive when trained in planning, process design, resource allocation, and the practical side of people.

The most effective programmes, however, don’t isolate the two. They help individuals build range. Stretching leaders to think about execution, and stretching managers to think about purpose. Done well, this creates a pipeline of people who can shift altitude: zooming out to inspire and motivate zooming back in to deliver on specific goals.

Harmony

The highest-performing organisations don’t choose leadership over management, or vice versa. They blend the two. They identify leaders who can set direction and pay attention to detail. They identify managers who can execute the plan and remind their teams of the bigger picture.

Just like the garden, you need someone to imagine what could be, and someone to ensure it flourishes day to day. When leadership and management are both present – and respected as distinct but complementary – the result is growth that lasts.

Leadership isn’t a one-size-fits-all game.

Some leaders inspire with vision, others thrive on structure. Some give freedom, others provide close direction. Each style comes with strengths and pitfalls.

In today’s working world — hybrid teams, generational shifts, and the rise of AI — the leadership style you lean into matters more than ever. Not because one style is “right” and the others “wrong,” but because your people will respond differently depending on the tone and approach you bring.

Four Styles in Focus

The most effective leaders aren’t stuck in one lane. They know when to switch gears.

Style in Today’s Age

The Real Skill

It isn’t about choosing one style forever. It’s about reading the room.

Knowing when your team needs vision, when they need structure, when they need freedom, and when they need you to take the reins.

Like a good coach on the sideline, the best leaders adjust their approach to what the game demands.

Closing Thought

A master craftsman doesn’t use one tool for every job. Leadership styles are the same — the art lies in knowing when to hammer, when to chisel, and when to polish. Used with awareness, each style can be powerful. Overused in isolation, each can backfire.

The mark of leadership today? Not choosing a single style, but mastering the switch.

A good chess player can think seven moves ahead. But ask any grandmaster and they’ll tell you: after the third move, the board always changes. New possibilities open, opponents react in unexpected ways, and the plan you had in your head gets reshaped by reality.

Good communicators work the same way.

Too often, especially over email, leaders try to play out the whole game at once. The longer the message, the more likely the core point is buried.

The intention is good — to be thorough or to get everything “on record.” But when timely action or behaviour change is what matters, readers miss key points or leave more confused than before.

Clear communication is one of the most important leadership skills to master. The leaders who create awareness of how they communicate — and who act on that awareness — build trust and alignment.

Instead of seven moves, focus on three: what we know now, what matters most, and what needs to happen next.

Developing as a Leader in Today’s World

In face-to-face conversations, we can rely on tone, body language, and quick feedback. If someone looks puzzled, we adjust. If the point isn’t landing, we try again.

Email strips all of that away. What’s left are words on a screen, interpreted by a reader juggling distractions, assumptions, and their own inner dialogue.

That’s why over-explaining is risky. The more you try to cover seven moves ahead, the greater the chance your meaning is lost.

The Power of Three

For those developing their leadership & management skills, when you write your next email – especially one giving direction or updating your team – try boiling it down to three things:

  1. What we know right now: Keep it factual.
  2. What the immediate next step is: One action beats a dozen hypotheticals.
  3. When we’ll regroup: Give people a marker for when the picture will be clearer.

This keeps communication effective and helps people focus on what they can do, not on what might happen.

Practiced Skills of a Leader

This isn’t just an executive skill. Management face the same tension daily. Squeezed between delivering for their teams and responding to senior leaders. The temptation to write “everything I know” into one email is high.

But your people don’t need every thought; they need clear direction. This is where communication skills for management are a large part of what constitutes good leadership.

Executives face the same trap, only on a bigger stage. One confusing update at the top can ripple into wasted effort across hundreds of people. The discipline of three moves keeps alignment tight across layers of an organisation.

Adding a Human Touch

Sometimes, though, clarity isn’t enough – tone matters too.

A growing number of leaders are using tools like Vocal, an Outlook plug-in that lets you embed a short voice note directly in your email. Think of it as adding the missing “human layer” that email often strips away.

Instead of a wall of text, you can write the essentials in three moves, and then add a 20-second voice note that says:

“If you have any questions, give me a shout any time. I really appreciate the effort going into this project.”

It’s quick, human, and — for many in Ireland at least — still new. Those who adopt it early stand out.

How to Practice It

Closing Thought

Leaders often think their job is to lay out the entire path. But the truth is, no one can see seven moves ahead with certainty. Not even in chess.

Your role is to give clarity on the next steps, the confidence to move forward, and — when the board changes, as it always will — the reassurance you’ll adjust together.

So, next time you draft an email, try this: three moves, not seven.

And where the moment calls for more humanity? Add your voice.

When the world tilts — through war, pandemic, economic collapse, or natural disaster — businesses are no longer bystanders. They are not only economic actors but emotional anchors for their employees. Whether it’s an unexpected invasion, a policy earthquake, or the creeping, grinding stress of a deteriorating global order, the effects of a crisis bleed into the workplace. Leadership today demands not just operational foresight, but emotional intelligence and structural support. In this new landscape, helping workers through a global crisis is not just the humane thing to do but an essential part of business resilience.

In 2025 alone, workplace anxiety rose 35%, with burnout and disengagement reaching record highs [1]. Gallup reported that 44% of workers feel burned out “always” or “often” [2]. This is more than simply a morale issue. The businesses that recover quickest are those that support their people most robustly. According to Deloitte, companies with structured resilience strategies saw 26% higher retention during downturns [3].

So how do you lead through the chaos?

Start with understanding

No two employees respond to crises in the same way. Depending on their background, location, or past traumas, the same event may land very differently. “Employers simply don’t know enough about employees’ lives to know who may or may not be affected,” says Tiamo Katsonga-Phiri, a trauma specialist at the University of Denver [4]. A staff member from Eastern Europe may be triggered by conflict in Ukraine. Countless workers with family in the Middle-East right now will be experiencing high levels of stress. Any number of others may carry invisible scars from earlier crises.

To lead effectively, managers must be curious without being invasive. This means asking questions like, “How are you doing today, really?” and being prepared to simply listen. Richard A. Smith of Benton + Bradford Consulting stresses that “attentively listening without judgment will be more impactful than empty platitudes” [5].

Communicate

One of the most repeated pieces of advice from crisis leaders? Say something. Silence — especially from the executive suite — is not interpreted as neutrality. It’s read as apathy or ignorance. “What to say is just one part of the equation. When, where, and how to say it matters just as much,” says workplace culture expert Jessica Kriegel [6].

The key is balance. Leaders don’t need to have all the answers, but they must show they’re paying attention. A McKinsey study found that transparent leadership increased employee satisfaction by 28% during crisis periods [7]. As one Forbes Council member put it, “Employees don’t need perfectly crafted corporate responses — they need human connection” [8].

Mental health

The psychological fallout of global crises is often invisible until it manifests in burnout, absenteeism, or workplace conflict. Symptoms can range from difficulty concentrating to irritability, exhaustion, and disconnection [9]. For many employees, what they need is not a poster about mental health awareness but immediate, confidential support they can access without stigma.

Employee Assistance Programmes (EAPs), and especially International EAPs (iEAPs), are increasingly essential. These offer remote counselling, trauma recovery sessions, grief support, and mental health training for managers — all through a global platform. “An EAP really comes into its own when something happens,” says James Carrick of Engage Health Group. “It’s a way of saying: we’ve got you” [10].

In the wake of Covid-19, many businesses enhanced their mental health offerings, including on-demand therapy, resilience coaching, and subscriptions to mindfulness platforms. Google, for example, embedded resilience training into its onboarding process [11].

But the most impactful gestures are often the simplest. “Empathy, flexibility, and open-door policies are critical,” says Pukar Hamal of SecurityPal Inc. “Let employees speak about what they’re going through without fear or judgment” [12].

Establish operational buffers

During a crisis, productivity will dip. The question is not how to prevent this, but how to soften the impact. Smart leaders build in slack — not just in systems, but in schedules. This might mean redistributing workloads so affected employees can take time off, as suggested by EquityBright’s Kaimen Banda: “It’s about people — if you take care of them, they will return the favour” [13].

Operational buffers also include financial ones. Cherry Sze, founder of Seraph Studio, set up a Crisis Emergency Fund after experiencing pandemic disruption. “A strong financial safety net ensures teams can focus on innovation without fearing downturns,” she said [14]. Transparent crisis funds, paid leave policies, and hardship grants don’t only show care. They reduce attrition and build loyalty.

Even small gestures matter. Providing lunch stipends for employees stuck at home during a natural disaster, or flexible hours for those calling family in conflict zones, can offer moments of relief amid chaos.

Maintain structure — but offer flexibility

Structure is grounding during uncertainty. But rigidity is counterproductive. In times of global upheaval, work routines can be a refuge, but they can also be a burden. Leaders must walk a tightrope between stability and accommodation.

For some, work may provide focus and distraction. For others, it becomes an added stressor. The key is flexibility. Give employees the autonomy to choose what they need, whether that’s more time off, fewer meetings, or just space to think. Flexibility also includes information flow. One team might need daily check-ins; another may prefer asynchronous updates. Leaders must calibrate, not dictate.

Create space for action

Helplessness is one of the most corrosive emotions during a crisis. Enabling employees to take action, even in small ways, can help restore a sense of control. This might mean organising a volunteer day, setting up donation drives, or matching funds for humanitarian causes. “When employees can do something that helps, it is very helpful,” says Barrett [15].

Companies like Michael Stars mobilised quickly during the California wildfires, distributing supplies and directly supporting local aid organisations. Suzanne Lerner, the brand’s co-founder, noted that “action created purpose — both for us and for the community” [16].

Employees don’t expect their companies to solve global problems. But they do expect them to care.

Don’t assume neutrality means inaction

Some crises are logistical: earthquakes, power cuts, pandemics. Others are political or ideological — wars, social unrest, government overreach. These are more difficult to address internally. Emotions run high. Conversations are raw.

But disengaging entirely, particularly when employees are visibly affected, can send a damaging message. Edward Segal, writing for Forbes, argues that “silence can generate rumours or speculation” and create a secondary crisis of trust [17].

This does not mean taking sides. It means acknowledging reality. A simple note from leadership can create a sense of safety, even something as simple as: “We know these events are affecting many of you…”. Providing ground rules for discussions, as Cassandra LeClair of Texas A&M suggests, can also prevent escalation: “Create an environment where employees feel supported without being pressured to engage” [18].

In short: don’t be afraid to name what’s happening. And don’t confuse neutrality with avoidance.

Plan before you need to

Crisis is not an if. It’s a when. Organisations that wait until disaster strikes to design their response plans are already behind. From medical evacuations to communications protocols, the best responses are pre-scripted.

During the pandemic, Timber Trading Agency International worked with Engage Health Group to implement a medical evacuation plan for employees across four countries. When one vulnerable employee in rural Ghana needed emergency assistance, the plan was already in motion [19].

Regular crisis simulations, as conducted by firms like Goldman Sachs, ensure preparedness. According to the Financial Times, businesses that conduct regular stress drills recover 37% faster from disruptions [20].

The future will demand more of employers

The nature of work is changing. So is the role of the employer. As political volatility, climate disasters, and technological disruption intensify, businesses must become centres of not just economic productivity but human resilience.

As Ashira Gobrin, Chief People Officer at Wave, put it during the Covid crisis, “All the skills we’ve focused on developing — empathy, adaptability, critical thinking — are now more valuable than ever” [21]. The future of work will belong to those who treat employees not just as assets but as people navigating an increasingly chaotic world.

This is not a temporary shift. It’s the new leadership mandate.

Because in a time of crisis, people won’t remember the profits you made. They’ll remember how you made them feel.

Sources

[1] https://www.forbes.com/sites/jasonwingard/2025/02/03/leading-through-chaos-5-ways-ceos-navigate-unprecedented-disruption/

[2] https://www.forbes.com/sites/jasonwingard/2025/02/03/leading-through-chaos-5-ways-ceos-navigate-unprecedented-disruption/

[3] https://www.forbes.com/sites/jasonwingard/2025/02/03/leading-through-chaos-5-ways-ceos-navigate-unprecedented-disruption

[4] https://www.hrdive.com/news/5-ways-to-support-employees-affected-by-global-crises/619687

[5] https://www.forbes.com/sites/edwardsegal/2023/10/18/helping-workers-discuss-israel-hamas-war-and-other-hot-button-topics

[6] https://www.forbes.com/sites/edwardsegal/2023/10/18/helping-workers-discuss-israel-hamas-war-and-other-hot-button-topics

[7] https://www.forbes.com/sites/jasonwingard/2025/02/03/leading-through-chaos-5-ways-ceos-navigate-unprecedented-disruption

[8] https://www.forbes.com/councils/forbesbusinesscouncil/2025/03/10/how-leaders-can-support-their-employees-in-times-of-crisis-or-disaster
[9] https://www.hrdive.com/news/5-ways-to-support-employees-affected-by-global-crises/619687

[10] https://www.engagehealthgroup.co.uk/crisis-response-how-to-support-employees-in-times-of-global-emergencies

[11] https://www.forbes.com/sites/jasonwingard/2025/02/03/leading-through-chaos-5-ways-ceos-navigate-unprecedented-disruption

[12] https://www.forbes.com/councils/forbesbusinesscouncil/2025/03/10/how-leaders-can-support-their-employees-in-times-of-crisis-or-disaster

[13] https://www.forbes.com/councils/forbesbusinesscouncil/2025/03/10/how-leaders-can-support-their-employees-in-times-of-crisis-or-disaster

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Introduction

When engineers design a high-rise building, they don’t bolt every beam tightly into place. Instead, they build in flexibility – joints that slide, materials that give – so the structure can sway slightly with wind, absorb shocks, and remain stable through movement. Rigidity breaks; adaptive structure endures.

The same is true for genuinely effective teams. Think of Netflix’s creative teams, known for their accountability and rapid data-driven storytelling. Or Amazon’s logistics teams, which have redefined speed and scale through continuous innovation. Or Team Mercedes-AMG Petronas F1, who dominated with eight consecutive Constructors’ Championships from 2014 to 2021.

These most effective teams aren’t assembled – they’re carefully crafted. Like an artisan shaping a masterpiece, building a high-functioning team requires intention, precision, and patience.

Start with a purposeful foundation


A clear, compelling vision is your north star. Everyone should know not just what you’re building, but why it matters. Without this, effort disperses, and alignment fades.

Then comes your raw material: people. Look beyond technical skills and towards their dynamic with others. Consider their mindset, values, curiosity and discretionary efforts. Finally, be explicit about culture. Don’t let it “just emerge.” Define the behaviours, standards, and rhythms that will bring your values to life every day. Culture isn’t soft – it’s structural. Ultimately that’s where the power lies.

Then, allow your structure to evolve. Adaptive is a skill


Craftsmanship doesn’t end at the foundation. It adapts to the contours of the work. Very often reflecting and stepping away brings the “eureka”. In a team, this means building feedback loops – regular check-ins, respectful conversations, and space for course correction.

The structure also shows up in how you lead. Today’s leadership is more about creating clarity, enabling contribution, and cultivating ownership. Equip your leaders with multi facet skills such as coaching.

The most effective teams thrive when they know the guardrails and are trusted to make decisions.

This means giving people room to move, go off point and explore other options. Think of your operating rhythm like scaffolding: it supports progress, but it isn’t rigid. It flexes as your goals and landscape evolves.

What can you do this week?

Craft your team like a high-rise that’s purposefully built to move – not to crack. With the right foundation and evolving support, you will not just endure but separate yourself from the rest.

Why not take our Team Effectiveness Quotient (TEQ)

It evaluates six key dimensions that define exceptional teams? It is a free 5 minute, research-backed assessment, designed from Steering Point’s client experiences and insights on the most effective teams globally.

Click here to take the test for your team

Introduction

Humans are extraordinary beings—capable of deep insight, creative problem-solving, and resilience in the face of challenges. Yet, most individuals and teams never fully tap into their true potential. Not because they lack ability but because they unknowingly limit themselves through ingrained beliefs, habitual behaviours, and a failure to recognise their capacity for growth.

The Reality of Untapped Potential: Research by Comparably found that only 5% of individuals feel they are utilising their full potential at work. This means that 95% of people are operating below their true capacity, often without realising it.

At the core of human performance is perception—how we see ourselves, our abilities, and our challenges. Research in neuroscience and behavioural psychology confirms that our mindset shapes our reality. The self-fulfilling prophecy effect suggests that if we perceive limitations, we unconsciously reinforce them. Conversely, when we shift our perspective to recognise strengths and opportunities, we open doors to higher performance.

However, potential isn’t just an individual pursuit. High-performing teams and organisations embrace the science of human behaviour to create environments that enable people to think, feel, and act at their best. Emerging global trends highlight the shift toward adaptive leadership, neuro-inclusive workplaces, and AI-enhanced human development—all designed to move beyond surface-level change and unlock deeper performance breakthroughs.

The challenge? Most individuals don’t just underestimate their ability to improve—they also fail to see the strengths they already have. Real transformation happens when people are encouraged to challenge their own assumptions, experience psychological safety, and receive targeted development tailored to their unique needs.

If we are to shape the future of leadership and performance, we must go beyond skills training. We need to create conditions where people can truly see what they are capable of—and then exceed even their own expectations.

The next era of human performance is about recognising the untapped brilliance within—and having the courage to bring it to life.

Steering Point partners with organisations, teams, executive leaders, and performers to foster positive behavioural change, resulting in sustainable high performance. We specialise in designing experiential engagement programmes that develop cognitive, behavioural, emotional, and leadership capacities.

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Introduction

Wearable technology has transformed human performance, evolving from simple heart rate monitors to advanced AI-driven systems that track sleep, energy, mood, and cognitive function. In the past 50 years, these innovations have become more accessible, accurate, and personalised, offering individuals real-time insights into their physical and mental well-being. The appeal of these devices is clear—they provide data-backed analysis, remove subjectivity, and offer immediate feedback, helping individuals regulate key performance indicators with minimal effort.

However, while wearable technology has revolutionised self-awareness and self-regulation, it remains a tool, not a replacement for human discipline, reflection, and self-mastery. Traditional approaches to self-awareness—such as coaching, journaling, and structured reflection—demand a level of intentionality that technology cannot replicate. The power of human-driven interventions lies in their depth, adaptability, and ability to create meaningful, long-lasting change.

The Rise of AI and the Illusion of Autonomy

AI-enhanced wearables are progressing at an exponential rate, promising to optimise sleep, enhance focus, and even predict burnout before it happens. While impressive, this creates a subtle risk—outsourcing self-regulation to a device can lead to a passive approach to performance. If individuals become overly dependent on technology for self-awareness, they may disconnect from the process of understanding themselves.

In contrast, human interventions such as coaching and reflective practices develop critical skills like self-inquiry, resilience, and self-leadership—qualities that no wearable can instil. These methods require an active engagement with growth and development, fostering deeper personal insights that last far beyond the presence of an app or device.

Technology as a Support, Not a Substitute

Wearable technology should be seen as a complementary tool, not the primary driver of personal growth. While data provides valuable nudges, it is the individual’s ability to interpret and act on that data in a meaningful, self-directed way that leads to real transformation. Coaching, reflection, and structured personal development encourage individuals to go beyond tracking habits—to question, adapt, and refine their behaviours with long-term vision.

In an era where technology is rapidly advancing, the challenge is clear: how do we integrate its benefits without losing the human element that drives real, sustainable performance? The answer lies in balance—leveraging technology to enhance, but never replace, the deep, personal work that fuels human potential.

Steering Point partners with organisations, teams, executive leaders, and performers to foster positive behavioural change resulting in sustainable high performance. We specialise in designing experiential engagement programmes that develop cognitive, behavioural, emotional, and leadership capacities.

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Introduction

In the natural world, few phenomena are as mesmerizing as a murmuration of starlings. Thousands of birds move in perfect unison, creating breathtaking patterns in the sky. What makes this display so captivating is not just its beauty but the silent choreography that guides it. Each bird knows its role, intuitively following a shared purpose—a survival instinct that protects them from predators, ensures their safety, and sustains their collective harmony.

This metaphor offers profound insights into the human journey of finding purpose. Just as a murmuration is driven by a “why” that unites the flock, our purpose becomes the inner compass that directs our actions and aligns us with something greater than ourselves. Here are three key parallels between the murmuration and the human quest for purpose.

1. Clarity Fuels Alignment

In a murmuration, every bird doesn’t act independently or chaotically. Each starling is deeply attuned to its neighbours, making micro-adjustments in response to the collective flow. This synchronicity arises because of a shared, instinctual understanding of their purpose: to survive and thrive together. Similarly, when we discover our “why,” it becomes easier to align our actions with our values and goals. Purpose acts as a filter for decisions, helping us move cohesively toward what matters most. Without this clarity, we risk veering off course, much like a murmuration would dissolve without its guiding instinct.

2. Purpose Magnifies Impact

Individually, a single starling is vulnerable, but together, their movements create a force that confounds predators and inspires awe. In the same way, when individuals come together around a shared purpose, their impact is exponentially greater than the sum of their parts. Purpose provides a sense of belonging and interdependence, reminding us that our contributions matter most when they are part of a greater whole—whether that’s a community, an organisation, or a family.

For humans, this speaks to the importance of not only finding personal purpose but also connecting it to a collective one. Much like starlings find safety and strength in numbers, we too find resilience and fulfilment when we pursue goals that align with a larger vision.

3. Adaptability Requires a Clear Why

In a murmuration, the starlings’ movements are not rigid or predetermined. Instead, they adapt fluidly to changes in their environment—whether dodging a predator or shifting direction with the wind. Their shared purpose provides a foundation for this adaptability, enabling them to respond to challenges without losing cohesion. For us, purpose plays a similar role, offering stability amid uncertainty. When life throws obstacles our way, a clear sense of purpose helps us remain grounded and adaptable, guiding us through change with intention rather than fear.

Conclusion: The Power of Knowing Your “Why”

The murmuration reminds us that purpose is not just an individual pursuit—it’s a dynamic force that connects us to ourselves, others, and the world around us. When we know our “why,” we move with confidence and grace, no matter the challenges. Like starlings weaving intricate patterns in the sky, our lives take on a deeper beauty and meaning when guided by purpose.

Steering Point partners with organisations, teams, executive leaders, and performers to foster positive behavioural change resulting in sustainable high performance. We specialise in designing experiential engagement programmes that develop cognitive, behavioural, emotional, and leadership capacities.

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Introduction

As we approach 2025, we outline some of the key trends that are shaping the landscape of people development. Organisations adapt to these changes to enhance employee engagement, retention, and performance.

1. Hybrid Work and the Need for Connectivity

The hybrid work model is here to stay, as supported by McKinsey’s research, which shows that over 58% of employees prefer hybrid arrangements. However, hybrid setups pose challenges in maintaining team cohesion and innovation. Companies are investing in technology and structured team-building strategies to ensure employees remain connected and productive. (McKinsey, 2023)

2. Personalised Learning Experiences

Tailoring learning and development (L&D) programmes to individual needs is here to stay. Research by Deloitte indicates that organisations with personalised learning platforms and modules see 3.5 times higher employee engagement. This enables employees to access customised training paths aligned with both personal aspirations and company goals. This fosters continuous learning and enhances skills relevant to future demands. (Deloitte, 2023)

3. Focus on Power Skills Development

With automation handling repetitive tasks, power skills—such as emotional intelligence, adaptability, and communication—are becoming vital. The World Economic Forum’s Future of Jobs Report highlights that by 2025, these skills will be among the most in-demand. Organisations ahead of the curve are embedding power skills training into their development plans to prepare employees for leadership and collaborative roles in increasingly dynamic environments. (WEF, 2023)

4. Strategic Workforce Planning and Upskilling

Strategic workforce planning is critical as industries evolve rapidly. Gartner emphasises that organisations aligning workforce capabilities with business objectives outperform their competitors by 25%. Effective upskilling initiatives, driven by tools like Coursera or LinkedIn Learning, enable businesses to bridge skill gaps and prepare for technological advancements. (Gartner, 2024)

5. Enhanced Employee Wellbeing Programmes

The link between wellbeing and productivity is undeniable. According to Gallup, companies with strong wellbeing initiatives see 23% higher employee engagement and 21% higher profitability. Effective programmes include mental health resources, flexible scheduling, and wellness benefits that support holistic employee health, reducing burnout and boosting retention. (Gallup, 2023)

Based on research and client experiences, Steering Point believes that by adopting these trends, organisations can build adaptive and future-ready development strategies that enhance workforce engagement and performance.

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Introduction

In today’s fast-evolving workplace, “power skills” have emerged as essential competencies that drive personal and professional growth. Often synonymous with “soft skills,” these abilities encompass communication, emotional intelligence, adaptability, resilience, and problem-solving—skills that go beyond technical expertise. Intentional development of power skills fosters self-awareness and accountability, both of which are crucial to reaching one’s goals.

Recent studies underscore the importance of cultivating these skills to enhance personal accountability, which can significantly impact performance and overall success. A 2023 LinkedIn Workplace Learning Report highlighted that 94% of employees feel power skills are as critical as technical skills in career advancement. The report emphasises a shift towards valuing these skills for fostering resilience and self-accountability, both essential in setting and achieving goals. This insight is further supported by a meta-analysis published by McKinsey in early 2023, which identified self-management as a “top-performing power skill” that fuels adaptability and resilience—qualities essential in dynamic and demanding environments.

The Link Between Power Skills and Goal Accountability

Accountability is a powerful driver of goal achievement, and power skills play a crucial role in building it. Self-awareness, for instance, allows individuals to recognise their strengths and weaknesses, set realistic goals, and hold themselves accountable when obstacles arise. A Harvard Business Review study in 2022 found that professionals who set clear, specific goals and track their progress are 40% more likely to achieve them than those who don’t. Power skills such as communication and emotional intelligence help individuals manage these goals, recognise feedback, and respond constructively.

Intentional development can be as simple as regular self-reflection, using a coach or seeking out challenging projects. Studies reveal that targeted learning, even in short increments, can boost one’s capacity for self-regulation and adaptability, with immediate benefits to personal accountability.

Fostering a Culture of Accountability Through Power Skills

Organisations also benefit when their workforce embraces power skills, as they directly impact accountability at both individual and team levels. Building a culture that prioritises these skills fosters a shared sense of purpose and accountability, amplifying collective goal achievement.

In Practice: Building Power Skills for Accountability

The journey to enhancing power skills requires commitment and a structured approach:

  1. Define Clear Goals: Set specific, measurable, attainable, relevant, and time-bound (SMART) goals.
  2. Regular Reflection: Reflect on progress regularly (or get someone to help you reflect), celebrate wins, and assess areas needing improvement.
  3. Develop Communication Skills: Effective communication enables clearer expectations, constructive feedback, and accountability.
  4. Seek Feedback and Embrace Learning: A continuous learning mindset allows individuals to adjust goals and remain accountable.

Power skills are more than soft competencies—they are actionable, measurable drivers of personal and organisational success. Intentional development of these skills not only enhances accountability but also empowers individuals to reach their goals with resilience and adaptability, shaping a future-ready workforce.

More on Soft Skills

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Leadership in Focus: Foundations and the Path Forward

The Evolution of Great CEO Leadership

Steering Point partners with organisations, teams, executive leaders, and performers to foster positive behavioural change resulting in sustainable high performance. We specialise in designing experiential engagement programmes that develop cognitive, behavioural, emotional, and leadership capacities.

Steering Point Executive Search and Leadership Development
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