Step up your leadership game in 2025

 

There is nothing permanent except change. 

—Heraclitus

 

The pace of change in today’s world is nothing short of extraordinary. As we step into the new year, leaders face an unprecedented mix of opportunities and challenges. Navigating economic uncertainty, technological disruption, and shifting workforce dynamics requires more than just adaptability; it calls for vision, empathy, and a commitment to growth. To succeed, it’s time to step up your leadership game in 2025 by not only keeping up with change but thriving in it (and driving it if you’re in the C-Suite!).

 

Think about it: just a few years ago, many of the tools we now rely on daily didn’t even exist. Today, we communicate, collaborate, and strategize in ways that would have seemed like science fiction a generation ago. The key to thriving as a leader in this ever-evolving landscape is adaptability—being ready to pivot when the moment calls for it and inspiring your team to do the same.

 

As we move forward, one thing is clear: leaders who can skillfully navigate change, cultivate meaningful connections, and innovate boldly will not only survive but thrive in this new era. The four areas I outline in this blog will help you do exactly that. Let’s dive in.

 

The Essential Role of Leaders

 

Leadership is the capacity to translate vision into reality.

—Warren Bennis

 

Conversations about recent change often focus on technology, which is totally understandable given the explosion in that area in recent years. But if you take a close look at how leadership in the business world has evolved over the past few decades, you’ll see that it’s undergone some pretty dramatic changes that have transformed not only the idea of leadership but the business world in general.

 

One big change has been in how leadership roles are defined. Leader and boss used to be synonymous, but now those words carry two different meanings. A boss is someone who assigns the work, holds their employees accountable, and basically makes sure things get done. A leader is someone who adopts a “big picture” perspective as they guide their organizations and people toward their long-term goals. A boss gives people instructions. A leader inspires and motivates them.

 

Both roles are needed—and they very often overlap. For example, the same person who tells their staff what to do, oversees hiring and firing, and ensures that the team hits its deadlines might very well be the same person who encourages and supports their staff’s professional development and looks for new ways to drive the organization toward success. In fact, it’s better for your organization if the boss is also a leader! 

 

To that end, in recent decades, we’ve seen increasing recognition of the importance of leadership. Yes, the day-to-day work still needs to get done. But with pandemics, conflicts, volatile markets, and technological advances all turning the global economy into a roller-coaster ride, we can’t just look at the here and now. We need leaders (and bosses!) to take a long-term, holistic view that can shepherd their employees and their organizations through whatever comes down the pike.

 

Leading into the New Quarter-Century

 

Leadership is practiced not so much in words as in attitude and in actions.

—Harold S. Geneen

 

So, what does leadership look like as we start the next quarter-century? Perhaps the most important shift in the leader role is that today’s leaders need to do more than just tell their employees what to do. The “old school” authoritarian style of leadership is passé. Today’s employees want a sense of purpose, a connection to their leaders, and membership in a larger community. In order to provide those, leaders must shine in several key areas.

 

Goal Setting

 

Effective leaders understand how to take the 35,000-foot view. They see the organization as a whole, its departments and teams, and its employees—and they see how all those elements connect with and influence each other. They also understand how to share that view with their people. Setting organizational goals isn’t enough: leaders also need to communicate them to their employees—and make sure those employees understand their own connection to those goals. In 2025, with economies and financial markets in flux, clear direction will be more important than ever for today’s businesses.

 

Questions to ask yourself:  ✔️ Am I consistently communicating how each team member’s work connects to our broader organizational goals? How do I know they truly understand that connection?   ✔️ How often do I step back to evaluate the alignment between our departments, teams, and overall objectives, and do I share that perspective with my people?

 

Communication

 

I’ve said it a million times before and I’m sure I’ll end up saying it a million times more: communication skills are absolutely critical to effective leadership. Within an organization, the most basic function of communication is to share information with your staff about what they need to do. You must also communicate assignments and tasks clearly and concisely to ensure that the work that needs to get done actually gets done. You must also make sure that they understand what the organizational goals are and how what they do supports those goals. In addition though, you also need to consistently communicate feedback as well as coach your employees to reach their goals (and up their skills). Communication also involves keeping employees abreast of what’s going on within the organization so they feel a part of something beyond just their work. 

 

But communication isn’t a one-way street. Your employees share information with you as well, and you need to welcome that process and be prepared to listen fully to (and act on) what they share with you. Today’s employees don’t want to be ordered about. They want to be heard.

 

That doesn’t mean that today’s employees expect to be running the show. They recognize that there’s a hierarchy and a chain of command within their organizations, and they are prepared to be assigned (and then complete) tasks and projects. But they still want to have some influence or input on what happens there. No one wants to feel as though they’re just a mindless cog in a wheel. So you need to communicate to your employees the importance and value of their contributions. 

 

If you can’t communicate, you can’t lead—it’s as simple as that.

 

Questions to ask yourself:  ✔️ Am I actively creating opportunities for two-way communication, where my team feels heard and valued?   ✔️ How effectively am I balancing clarity in task delegation with providing meaningful feedback and coaching to help my employees grow?

 

Culture

 

Economic and political concerns will continue to be significant stressors for many people as we head into the new year. Therefore it will be even more critical for leaders to foster a healthy company culture that prioritizes employee well-being. Yes, that means being empathetic. When I bring that up, many of my coaching clients will retort with “Look, I’m running a business, Val. I need to hold employees accountable.” Please understand that leading with empathy and holding employees accountable are not mutually exclusive. In contrast, empathy and accountability go hand in hand. 

 

Empathy allows you to understand your employees' perspectives, challenges, and motivations, which fosters trust and a supportive environment. However, being empathetic doesn't mean lowering expectations; it means balancing compassion with clarity. By clearly communicating expectations and providing consistent feedback, you show that you care about their success and the organization's goals. When issues arise, approach them with curiosity rather than judgment, asking questions to uncover the root cause. From there, work collaboratively to create solutions while reinforcing the importance of meeting standards. Empathy builds connection, and accountability ensures progress—together, they drive both individual and team growth. And if that doesn’t work, then you can move into your company’s performance improvement plan process. 

 

In addition to displaying empathy, a workplace environment that supports employee mental and physical health is one in which people can fully engage, do their best work, thrive, and achieve both their own personal goals and the organization’s goals. Opportunities for professional growth and work–life balance help make this possible.

 

On that note, I want to say something about DEI (diversity, equity, and inclusion) programs. Over the last year, there have been headlines about how some organizations are shuttering their DEI efforts—sometimes by choice, sometimes because of legislative pressures. From a leadership perspective, it’s critical to make sure that your employees feel heard and valued, whether or not a formal DEI initiative is in place. As a leader, building a more positive and welcoming workplace for everyone creates the conditions for the organization to succeed.

 

Questions to ask yourself: ✔️ Am I intentionally creating a workplace culture that prioritizes both employee well-being and organizational success? ✔️ How well am I balancing empathy for my employees’ well-being with holding them accountable for achieving their goals and contributing to the organization’s success?

 

Flexibility and Adaptability

 

The upcoming year will also require leaders to be prepared to change direction in response to challenges and surprises that come their way. Flexibility has long been an essential leadership skill. Perhaps more so than in previous years, though, leaders will be facing shifting economic, social, and technological landscapes. In particular, leaders will be more pressed than ever to reckon with artificial intelligence and its large—and growing—impact in nearly all business areas. 

 

Even if you decide not to implement AI applications within your team or organization, you’ll still have to deal with AI, because many organizations and individuals you deal with (e.g., your clients, your competitors, your vendor) will be making use of it. Therefore you need to be sure you understand what it is, how it works, what its functions and limitations are, and what the ramifications are of using it. If you do decide that AI is the right solution for your organization, be sure you don’t over rely on it: you’ll still need humans for creative thinking, innovation, and calling the shots.

 

Keep in mind, too, that with AI and any other rapidly changing fields, you may have to respond quickly to new information and developing outcomes. In other words, in 2025 you should be ready to channel your inner Ross Geller from Friends and “Pivot! Pivot! PI-VOT!" as needed!

 

Questions to ask yourself: ✔️ How prepared am I to quickly adjust strategies and plans in response to unexpected challenges or changes in technology, markets, or team dynamics?   ✔️ Am I staying informed about emerging trends like AI, and have I considered how to leverage them while maintaining the human element in my leadership approach?

 

Leadership in Flux (aka Strap in and BE READY!)

 

True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.

—Bill Owens

 

In this post I’ve outlined what I think are some of the most critical considerations for leaders in 2025. The fact is that nothing is carved in stone, though, and what may look crystal clear from today’s vantage point could be obscured tomorrow. The pace of change is pretty fast—and it’s accelerating. But if you maintain your core leadership skills, don’t make any assumptions about how things will stay the same (or change), and pay attention to what’s happening around you, you should be well positioned to weather whatever comes your way.

 

Are there any particular developments or trends in leadership that you think merit close scrutiny in 2025? Or any that you think are overblown? If so, share them in the comments below!