5 Ideas For 2025
Thoughts for leaders on the workplace and things I'm watching
I’ve had some time to reflect this month and start to think about the areas of work that I think are interesting and that we need to equip leaders with so they can lead effectively in this new world of work.
Here are five that I’ve been thinking about and I think are critical to leaders of organizations.
1. People Smarts: The Secret to Effective Collaboration
In today’s interconnected workplace, traditional intelligence alone isn’t enough. Leaders and employees alike must develop “people smarts”—the ability to collaborate effectively by understanding the motivations, strengths, and needs of those around them. This isn’t just about being likable or a good communicator. It’s about relational intelligence: using empathy, insight, and social awareness to build trust and alignment among diverse stakeholders.
For leaders, mastering people smarts means moving beyond task-oriented management to inspire and galvanize teams toward shared goals. It requires recognizing individual contributions and fostering an environment where everyone’s unique strengths can shine. In a workplace increasingly reliant on collaboration, people smarts will become a critical differentiator for success.
Article: How to Build Relationships to Work better
2. Social Capital: A Leadership Responsibility
Social capital—the value derived from trust-based relationships—is the lifeblood of any successful organization. Leaders must go beyond building their own networks and actively invest in their employees’ social capital. This includes facilitating connections across and beyond the organization, mentoring team members, and exposing them to diverse perspectives and opportunities.
By helping employees expand their networks, leaders not only enhance their teams’ current performance but also set them up for long-term growth. Employees with strong social capital are better equipped to exchange ideas, solve problems, and innovate. As a result, prioritizing social capital isn’t just good for individuals; it’s a strategic imperative for organizations looking to stay competitive.
Podcast: Social Capital in and Collaboration, my interview with Dr. Michael Arena
3. Developing Talent as a Core Leadership Capability
Leadership is fundamentally about achieving results through others. Yet many organizations invest heavily in hiring top talent while neglecting the ongoing development of their people. In 2025, developing talent must become a core leadership capability.
Leaders who prioritize development create a ripple effect. By teaching, coaching, and providing feedback, they elevate individual performance and build self-sustaining, capable teams. This approach not only scales a leader’s impact but also fosters a culture of continuous learning and adaptability—essential traits in today’s rapidly changing workplace.
Organizations should embed talent development into leadership criteria, ensuring it becomes a priority for all leaders. When development happens in the flow of work—not just in formal training programs—employees gain the skills they need to excel now and in the future. Moreover, leaders who are known for developing talent attract top performers, creating a virtuous cycle of growth and success.
Article: Every Leader is a Developer of Talent
4. AI as a Catalyst to Reimagine Work
Artificial intelligence is no longer a futuristic concept; it’s a transformative force reshaping work today. But the real opportunity lies not in automating tasks but in rethinking how work itself is designed. Leaders must use this moment to question outdated processes and imagine a future where technology enhances human potential.
Peter Drucker’s famous quote, “There is nothing so useless as doing efficiently that which should not be done at all,” serves as a reminder to avoid merely automating inefficiencies. Instead, organizations should start with first principles: What work truly needs to be done? How can we design roles and processes to maximize impact?
AI tools can support this transformation by enabling smarter workflows, enhancing decision-making, and providing personalized development opportunities. However, the focus should remain on using technology to empower people—not replace them—in achieving better outcomes.
Article: Thinking Differently About Work
5. The Power of Practice: Building Skills for the Future
Elite athletes and performers spend far more time practicing than playing. Yet in the professional world, the reverse is often true. Employees are expected to perform without adequate opportunities to practice, which limits their ability to develop new skills and adapt to change.
To thrive in a constantly evolving workplace, organizations must create intentional spaces for practice. This could involve giving emerging leaders opportunities to rehearse people management skills, designing realistic simulations for new hires, or enabling employees to build adjacent skills for future roles. AI-powered tools can play a significant role here, offering personalized feedback and creating safe environments for experimentation.
When practice becomes a core part of work, employees gain the confidence and competence needed to succeed. This benefits individual performance and equips organizations with the capabilities required to innovate and grow in a rapidly changing world.
Those are my five. I’d love to hear your thoughts, and what resonates with you!
Happy Holidays
Thank you for reading and for following along on my journey. Wishing you a happy holiday to you and your family!
If you’re looking for some help for your learning and development, leadership development, I’d love to work with you: Here is how I might be able to assist:
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