by Jakub GrzadzielskiIntegrating AI Without Losing the Human Factor: Leadership Imperatives for 2026
Artificial intelligence and automation are reshaping every industry. In Accenture’s Technology Vision 2025, 98 % of executives globally said AI will be critical to their organization’s strategy by the end of the decade.
Yet the same technology that promises operational efficiency and predictive insight raises profound questions: How do you avoid dehumanising work? How do you harness AI’s power while protecting ethics, trust and the meaning people derive from their jobs?
Senior industry executives must confront a dual mandate: accelerate digital transformation and safeguard the human factor. This article synthesizes recent research and offers concrete actions for leaders who want to deliver technological innovation without sacrificing people.
Employees Are Ready for AI, But Trust Is Fragile
Employees are already embracing AI tools. McKinsey & Company‘s 2025 workplace report found that employees are three times more likely than leaders realise to believe AI will automate 30 % of their work, and many are eager to acquire AI skills.
A KPMG /University of Melbourne study of 17 countries shows that 66% of people intentionally use AI regularly, even though 61% have no AI training.
These findings suggest the workforce is more adaptable than many executives think.
Yet trust in AI remains precarious. The same KPMG study reports that over half (54%) of the public are wary of trusting AI, and people are more sceptical of safety, security, and societal impact than of technical capability.
Concerns span cybersecurity, privacy, misinformation, loss of human connection and job loss. A Salesforce poll cited by Horton International found that nearly three‑quarters of customers worry about the unethical use of AI.
This ambivalence reflects a key insight from the United Nations’ Human Development Report 2025: AI’s impact will be defined not by what it can do but by how humans design and deploy it. “People – not machines – determine which technologies thrive, how they are used and whom they serve,” the report argues.
Reducing people to tasks invites fears of replacement; instead, AI should amplify what makes us human, creating “powerful complementarities” between humans and machines.
Leadership, Not Technology, Is the Bottleneck
Why do so many AI initiatives stall? BotsCrew’s 2025 survey shows that nearly 70 % of organisations move 30 % or fewer generative AI pilots into production, and only 28 % have CEO‑level oversight of AI efforts.
McKinsey notes that companies with active CEO involvement in AI governance significantly outperform their peers. According to the same survey, 78 % of executives in organisations with C‑level sponsorship report a return on investment from at least one generative AI use case, whereas 43 % of AI failures are attributed to insufficient executive sponsorship.
These data points confirm what many consultants observe: AI adoption is not just a technical challenge; it’s a leadership challenge. Executives must set a vision, establish governance, and model ethical behaviour. Without this, AI remains an isolated experiment rather than an enterprise‑wide driver of growth and innovation.
The Human Costs of Neglecting Ethics and Governance
When leaders rush to adopt AI without a people‑centric strategy, risks multiply. KPMG’s survey found that 50 % of employees have seen colleagues use AI tools in inappropriate ways, including uploading sensitive company information to public AI services.
Two‑thirds rely on AI outputs without evaluating them, and over half have made mistakes due to AI.
Lack of training and guidance leaves employees uncertain about when to trust AI, leading to poor quality, compliance issues and social tensions.
The same study reveals that half of employees use AI rather than collaborate with peers, and one in five report reduced communication and interaction.
Poorly designed AI can erode social cohesion, diminish critical thinking and entrench bias. This echoes the United Nations’ warning that if we fail to address systemic inequalities, AI will merely entrench existing divides. Conversely, investing in human capabilities and equity enables AI to magnify “the best of what humanity can achieve”.
What Senior Executives Must Do
1. Anchor AI Strategy in Values and Vision
Set a clear, purpose‑driven AI vision aligned with your organization’s mission and values. Communicate how AI initiatives connect to customer value, employee well-being and societal impact. BotsCrew notes that companies with a clear AI vision tied to business outcomes embed AI directly into corporate strategy and achieve enterprise‑wide alignment.
2. Establish Responsible AI Governance
Create a cross‑functional AI governance board that includes ethics, risk, legal, HR and technical leaders. This board should oversee AI development and deployment, ensure compliance with emerging regulations, such as the European Union’s AI Act (which categorizes AI systems by risk and imposes stringent requirements on high‑risk applications), and approve AI use cases in accordance with ethical guidelines. Responsible governance mitigates bias, protects privacy and addresses safety concerns.
3. Invest in Human‑Centric Skills and Training
The future of work is augmented, not automated. To prevent complacency or inappropriate AI use, invest in training programmes that build digital literacy, critical thinking and ethical awareness. KPMG’s study shows that 61 % of people using AI have had no formal training.
Provide mandatory training on how to interpret AI outputs, identify biases and avoid over‑reliance. This empowers employees to be discerning collaborators with AI rather than passive consumers of technology.
Develop emotional intelligence, empathy and adaptive leadership capabilities at the executive level. With AI handling more data and routine tasks, human skills such as emotional intelligence will become even more valuable.
McKinsey research cited in Horton’s article found that businesses focusing on human‑capital development were 1.5 times more likely than average to remain high performers and had about half the earnings volatility.
4. Protect Jobs and Redesign Work
Workers fear being replaced. A PwC report notes that 37% of workers worry about losing their jobs to automation, while 27% of US workers fear their roles could be replaced within 5 years.
Leaders must proactively redesign roles so that AI automates routine tasks and frees people for creative, strategic and interpersonal work. Communicate openly about how AI will enhance, rather than eliminate, jobs. Offer clear pathways for reskilling and career development. Emphasise that AI will be an aid, not a substitute for human contribution.
5. Foster a Culture of Trust, Transparency and Inclusion
Trust is built through consistent behaviour, open communication and shared ownership. Encourage teams to question AI outputs and voice concerns. Share the reasoning behind AI‑enabled decisions. Establish feedback channels to continuously assess the human impact of AI systems. Use AI to promote inclusivity: for instance, AI‑driven platforms like Textio can help eliminate biased language in job descriptions, attracting diverse candidates.
6. Lead by Example: Continuous Learning and Ethical Conduct
Executive credibility hinges on demonstrating your own AI fluency and ethical commitment. Maintain a “learn‑it‑all” mindset; attend training, experiment with AI tools, and share your learnings. Avoid over‑delegating AI decisions to technical teams – stay engaged and ask probing questions. When mistakes occur, acknowledge them, correct course and reinforce lessons learned.
Ethical leadership demands more than compliance; it requires moral courage. Address biases proactively, champion fairness and call out misuse. Transparency about limitations and risks fosters credibility. As KPMG’s report shows, public support for AI regulation is high – 70 % believe regulation is necessary and 87 % want laws to combat AI‑generated misinformation.
Proactively embracing responsible AI signals integrity and enhances your brand.
Conclusion: Technology For People, Not People For Technology
Artificial intelligence holds extraordinary potential to enhance productivity, insight and creativity. But the future of leadership will not be defined by algorithms – it will be defined by humans. The United Nations reminds us that people are the “true wealth of nations” and that AI’s impact will be shaped by the decisions we make.
Trust remains fragile; employees and customers want transparency, ethics and a sense of purpose. As a senior executive, you have the agency to ensure AI works for people, not instead of them.
Success in 2026 will depend on your ability to integrate technology with empathy, ethics and strategic foresight. Leaders who commit to human‑centric AI – anchored in values, governed responsibly, and designed to unleash human potential – will build organisations that thrive amid uncertainty and earn the trust of their people and stakeholders. Those who see AI merely as a cost‑cutting tool risk eroding the very human foundation upon which sustainable success is built.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiWhy Managerial Experience Isn’t Enough: Redefining Leadership for 2026
For many senior executives, decades of management experience have been the ticket to the top. But the world you lead today is nothing like the one in which you honed your craft. Rapid digital disruption, geopolitical volatility, social change, and the rise of generative AI have converged to redefine what leadership requires. Experience remains valuable, yet by itself it no longer makes an effective leader.
Recent research underscores this shift. DDI’s 2025 Global Leadership Forecast calls leadership an “impossible role” because global disruptions and technological change have reshaped workplace expectations. Leaders must now steer organizations through uncertainty, pivot strategy, foster innovation, and maintain human connection at once. Stress levels are soaring – 71 % of leaders report increased stress and 40 % are considering leaving their roles – and trust in managers has plummeted from 46 % in 2022 to 29 % in 2024. These numbers signal a widening gap between traditional experience and modern expectations.
Why experience alone falls short
- The skills explosion. Modern leaders must master far more than operational know‑how. Harvard Business School’s 2024 leadership development study finds that leaders are expected to display emotional intelligence akin to that of HR professionals, and digital/data intelligence formerly associated with IT. Survey respondents say 70 % believe leaders need to master a broad range of behaviours to meet current and future business needs. Leadership has become a specialized profession requiring breadth and depth.
- Pattern‑based thinking vs. adaptive decision‑making. Experience builds strong instincts but can trap leaders in outdated responses. Harvard notes that leaders often see situations through the lens of past successes. Today’s challenges frequently involve paradoxes – innovation vs. risk, autonomy vs. control – that can’t be solved with a single style. Adaptive thinking and humility are essential.
- Trust and the human factor. Employees want autonomy, purpose, and genuine connection. McKinsey & Company’s research emphasises traits like positive energy, servant leadership, and continuous learning. Trust is the foundation, yet trust in managers is in freefall. Rebuilding it requires leaders to listen with empathy, encourage candour, and share rationale for decisions – capabilities that experience alone does not guarantee.
- Continuous learning. The pace of change shortens the half‑life of expertise. McKinsey urges leaders to adopt a “learn‑it‑all” mindset. DDI reports that future‑focused skills remain underdeveloped, even though HR leaders predict a surge in skills needs. Executives who stop learning risk becoming barriers to progress.
- Pipeline and bench strength. Experience can get you to the top, but organizations need a strong bench. Reports show that only 20% of organizations are confident in their leadership pipelines, and high‑potential talent is 3.7× more likely to leave when not developed. Developing others is now a core leadership requirement.
How leadership expectations have evolved
- From human capital to human potential. Harvard’s study highlights a shift from managing people as resources to “potentializing” people. Only about half of employees feel seen as individuals. Leaders must create psychological safety, invest in growth, and align work with purpose.
- Both/and thinking. Modern dilemmas involve contradictory but interdependent choices. Instead of choosing sides, leaders need to hold tensions and adjust as contexts change.
- Servant leadership and shared purpose. A McKinsey survey found 70 % of employees say their job defines their sense of purpose. Servant leaders focus on team success and connect organizational goals to individual meaning.
- Lead with authenticity. Employees want leaders who are transparent and approachable. Admitting uncertainty and sharing lessons from failure helps build trust.
- Technological fluency and ethical AI adoption. Frontline managers are three times more likely than senior leaders to worry about AI. Executives must demystify technology, ensure ethical use, and integrate digital tools with human values.
Leading beyond experience: Four actions for senior executives
Commit to continuous learning. Develop a personal learning plan covering digital skills, AI literacy, emotional intelligence, and systems thinking. Encourage your teams to do the same. Organizations using five or more development approaches report 4.9 × stronger leadership capabilities.
Question your assumptions. Regularly ask whether your default responses still apply. Invite diverse perspectives and create forums where employees can safely challenge ideas. Adaptive leadership emerges from questioning long‑held beliefs.
Rebuild trust deliberately. Listen deeply, respond with empathy, and explain the rationale behind decisions. Encourage candid feedback and model humility. Trust is a continuous practice
Develop future leaders. Sponsor and mentor emerging talent. Delegate meaningful projects to younger leaders. Investing in others’ growth is key to retaining high‑potential employees and building a resilient pipeline.
Three Practical Tips From My Experience
After more than 20 years in senior management roles and working with executives across industries and geographies, I consistently see the same patterns. The leaders who navigate today’s complexity most effectively do a few things differently – not perfectly, but deliberately.
1. Slow down your reactions before you speed up execution. In high-pressure environments, experienced leaders often default to fast decisions based on past patterns. What works better today is creating a short pause – even a few minutes – to ask: What has actually changed? What assumptions am I making? Who else should be in this conversation? That moment of reflection often prevents costly misalignment and increases buy-in before execution even begins.
2. Invest more time in conversations, not just decisions. I’ve learned that most leadership breakdowns during change are not caused by bad decisions, but by insufficient dialogue. Senior leaders often underestimate how much clarity and reassurance teams need. Explaining why a decision was made, acknowledging concerns, and inviting questions builds far more commitment than issuing directives – especially when certainty is limited.
3. Measure your leadership by who grows around you. At this stage of leadership, your impact is less about personal performance and more about the leaders you develop. I encourage executives to regularly ask themselves: Who am I intentionally developing? Who is better because they worked with me? Organizations that thrive in uncertainty are led by people who actively build the next generation of leaders, not just manage current results.
Conclusion
Management experience remains a powerful foundation, but leadership in 2026 demands more. The expansion of required skills, the need for adaptability, the imperative to build trust, and the expectation to develop others all point to a new paradigm. Senior executives who rely solely on experience risk falling behind; those who embrace lifelong learning, servant leadership, and human‑centric practices will shape organizations where people thrive amid uncertainty. Effective leadership today is not about resting on your track record – it is about evolving continuously and lifting others along the way.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiLeadership Under Pressure: What Teams Really Need in Times of Uncertainty
The Pressure of Uncertainty on Teams
In my 20 years of international management and leadership coaching, I’ve learned that uncertain times truly test a leader’s mettle. When strategies suddenly shift, but high expectations remain, teams often feel anxious and unmoored. People worry about job security, changing roles, or whether leadership has a real plan. Left unaddressed, this background anxiety can erode focus, motivation, and trust. I’ve seen it happen: creativity flattens, mistakes increase, and top talent starts to disengage. What do teams need most from their leaders in these moments? Not more pressure or corporate spin, but genuine support and steady guidance. Effective leadership in uncertainty is not just about decisions and strategy – it’s about being an emotional anchor for your people. When the ground is shifting, teams instinctively look to their leader for cues, and trust is either reinforced or quietly eroded by what they see. My own experience echoes this: if I stayed grounded and honest through a crisis, my teams remained far more focused and resilient than when I let stress seep into my tone.
Leading with Empathy and Trust (The Human Side of Leadership Psychology)
The psychology of leadership under pressure boils down to a simple truth: leaders must respond to uncertainty as a human challenge, not just a tactical one. Research and experience alike show that it requires empathy, clarity, and the ability to build trust even when no one can guarantee certainty. In practice, this means being open and authentic about the situation. Paradoxically, vulnerability and honesty from a leader can strengthen trust. Admitting “I don’t have all the answers right now” isn’t a sign of weakness – it invites the team to trust you more, because they see you’re grounded in reality and not pretending. In fact, employees handle the truth far better than they handle mixed messages or false optimism.
From a coaching perspective, I often remind leaders that empathy is not optional in tough times – it’s essential. Your team members are human beings with fears and hopes; acknowledging their concerns goes a long way. For example, during a sudden market downturn in my Asia-Pacific division years ago, I made a point of personally checking in with team members. I listened to their worries and validated their feelings before jumping into action plans. That openness and care helped maintain our cohesion. Leadership psychology concepts like psychological safety underscore this: when people feel free to ask questions, express concerns, or even admit mistakes without fear, they feel safe – and a safe team is an engaged team. Especially in turbulent times, creating that safety by responding with patience, encouraging questions, and treating emotions as legitimate is critical. When team members feel their leader is honest, attentive, and consistent under pressure, they actually become more motivated and willing to speak up with solutions. In short, trust and empathy fuel the group’s emotional resilience.
Communicate with Clarity and Honesty
One thing I tell every leader I coach is this: when business challenges mount, your team doesn’t need spin – they need clarity. In uncertain periods, clear and frequent communication is a lifeline. Don’t wait until you have all the information or a perfect plan; share what you know, as soon as you can, with transparency about what is still unknown. Silence or sugar-coating will only breed rumor and fear – as one leadership insight wisely notes, when leaders go quiet, people don’t relax; they fill the void with worst-case assumptions. I learned this early in my career during a merger integration: I initially hesitated to communicate until I had concrete answers to every question. That void quickly filled with gossip and anxiety. I soon pivoted to communicating early, often, and honestly – even if the update was as simple as “Here’s what we know, here’s what we’re doing, and here’s what we don’t know yet.” This kind of openness gives people a sense of direction and agency despite the chaos. It also reinforces that crucial message: we’re in this together.
Clarity in communication also means consistency. Be transparent and factual – acknowledge the challenges without catastrophizing, and highlight any progress or positives (“yes, things are messy and we’re doing good work in areas that matter”). Encourage two-way communication: make space for real questions and concerns, rather than shutting them down. In one coaching case, a department head was facing pushback after a sudden strategy change. We worked on holding a forum for his team to vent and ask tough questions. He practiced active listening and resisted the urge to defensively sugar-coat the situation. The result? Many team members later told him that just being heard and getting straight answers – even “I don’t know yet” answers – made them feel more confident in leadership. Transparency, steady messaging, and open dialogue build trust faster than any slick presentation could. As the Harvard Business Review put it, stick to the facts and avoid speculation; consistency in message and frequent check-ins keep everyone aligned on what can be controlled.
Modeling Resilience and Calm
Emotional resilience is contagious. In turbulent times, a leader’s demeanor sets the tone for the team’s mindset. I’ve found that if I remain calm and solution-focused under pressure, my team catches that mindset; if I panic or appear defeated, they magnify that too. Psychology research calls this “emotional contagion,” and it’s very real in the workplace. That’s why modeling resilience is one of a leader’s most powerful tools. Practically, this means maintaining a steady presence: show up each day with calm and clarity, even when you’re under immense strain. Of course, leaders are human – I’m not always calm on the inside – but it’s crucial to regulate your own stress responses so you can project stability for your team. In tough moments, consistency builds trust and helps your team focus on what they can control. I recall a product launch crisis in which everything went wrong at once. I deliberately took a deep breath, gathered my team, and spoke in a measured tone about the immediate next steps. By concentrating on actionable items (the things we could control) and keeping my voice steady, I helped the group channel their anxiety into problem-solving. One of my engineers told me later that my composed attitude “kept him from losing it” when servers went down.
Leading by example under pressure also means demonstrating adaptability. When circumstances change, acknowledge it and adjust course openly – this shows resilience in action. During the pandemic period, for instance, I had to scrap a carefully planned strategy for a client project. I convened the team and candidly said, “Our original plan isn’t going to work under these new conditions. Here’s what we’re learning and how we might pivot – and I want your input.” By doing this, I signaled that adapting was not a failure but a necessity, and that we were all learners in uncharted territory. My willingness to change course helped the team stay engaged and innovative. It also reinforced a valuable lesson: we can’t always control the wind, but we can adjust our sails. Leaders who stay flexible and positive in the face of setbacks nurture a culture of resilience. Your team sees that it’s okay to adapt and that mistakes or detours won’t break your resolve. Over time, this builds a confident, can-do spirit: people trust that, together with their leader, they can navigate whatever comes next.
Maintaining Trust Under Pressure
Trust is the currency of leadership – and it’s never more precious than in times of uncertainty. In my coaching sessions, I often ask leaders, “How are you actively maintaining your team’s trust right now?” When everything is in flux, trust can falter quickly if people sense inconsistency or insincerity. To maintain trust, be the same principled leader in stormy weather that you are in calm seas. This means aligning your words and actions steadfastly. If you promise to update your team every Friday, then do it without fail. If you profess to value your people, show it through your decisions (for example, avoid knee-jerk cuts or blame games that contradict that value). As one leadership expert noted, teams thrive when they trust that their leader’s values won’t disappear under stress. Authenticity and integrity are felt more than heard – even small gaps between what you say and what you do can shake a team’s sense of safety.
Another key trust-builder is availability. In high-pressure stretches, I make sure to “walk the floor” (or hop on quick video calls in today’s remote world) more than usual. A leader’s presence – being visible, approachable, and listening – is often more reassuring to a team than the most polished all-hands meeting. I learned this while leading a sales team through a major organizational restructuring: my calendar was overflowing, but I carved out time each day to check in informally with a couple of team members. That consistency and accessibility spoke volumes. Employees take comfort in leaders who remain predictable in their behavior, even when the environment is unpredictable. By being steady, honest, and caring in every interaction, you signal that your team can count on you no matter what. And if trust does get strained – maybe you had to enforce a tough policy, or you dropped the ball on a promise – don’t ignore it. Address it directly: own any mistakes, apologize if needed, and show how you’ll make it right. In my experience, a recovered trust (through accountability and follow-through) often emerges stronger. When people see you take responsibility and not hide from missteps, it deepens their respect. Maintaining trust under pressure ultimately comes down to this: say what you mean, do what you say, and show you care.
Real-World Insights: Lessons from the Field
Over two decades, I’ve navigated plenty of uncertainty myself and alongside other leaders. A few stories stand out that taught me what truly engages teams under pressure. One was during a global supply chain crisis when I was an operations manager. Our strategy had to change almost overnight, and my team was scrambling. I convened an emergency meeting and, rather than barking orders, acknowledged the stress everyone was under. I said, “I know this is a lot to take in, and some of you are worried. I am too. But here’s what we do know and here’s our plan for the next 48 hours.” To my surprise, hands went up with suggestions and even offers to work over the weekend – the team rallied. Later, a veteran team member told me that my candid empathy and clarity at that moment made him “want to go the extra mile.” The lesson: people don’t expect their leader to have a magic wand, but they need to feel understood and informed. By combining honesty about challenges with a clear short-term plan, I had given the team both emotional validation and a sense of control.
Another lesson comes from a client I coached last year, a senior technology leader who was facing a painful strategic pivot. He worried that telling his team the full truth about the company’s troubles would demotivate them. In coaching, we explored the alternative: involving the team in shaping the new strategy. He took a leap of faith and held a frank town hall: he explained why the strategy had to change, admitted it was okay to feel disappointed, and then invited ideas on how to succeed in the new direction. The result was remarkable – not only did his team come up with creative solutions, but their trust in him grew. One engineer told him, “Thanks for treating us like adults. We’re behind you.” This confirmed something I see repeatedly: when you trust your team with the truth and give them a voice, they repay you with commitment. That team ended up hitting the revised targets because they were truly engaged in the mission, despite the upheaval.
These experiences reinforce that, in uncertainty, how you lead is often more important than the latest plan. The leaders who succeed aren’t necessarily the ones with the fanciest strategy; they’re the ones who communicate, care, and keep their team’s trust bank full.
Three Practical Tips for Navigating Uncertainty
In closing, here are three practical, experience-tested tips I give to leaders who are steering their teams through uncertain times:
- Communicate Early, Often, and Honestly: Don’t wait for perfect information – share updates frequently, even if they’re partial. Be transparent about challenges and clear about what’s being done. Consistent communication prevents rumor mills and shows your team that you respect them enough to keep them in the loop. Remember, silence and spin erode trust; clarity and honesty build it.
- Show Up with Empathy and Support: Recognize the human side of upheaval. Encourage your team to voice concerns and ask questions, and truly listen when they do. Small gestures – like checking in on how people are coping, or acknowledging the extra effort they’re putting in – have an outsized impact on morale. Make it clear that it’s okay to feel uncertain. By fostering psychological safety and showing you care, you keep people engaged and willing to give their best, rather than mentally checking out.
- Model Calm and Flexibility: Your team takes cues from you, so strive to be the calm, steady presence they need. Manage your reactions and focus on solutions, not panic. At the same time, demonstrate adaptability – if plans must change, show that you can change with them and still move forward. When you remain grounded, honest, and consistent, even in high-pressure moments, your team feels safer and more confident. They’ll be more likely to stay motivated and pull together because they trust that you won’t abandon your values or your people when the going gets tough.
Leading under pressure is never easy. But by communicating with clarity, leading with empathy, and steadfastly building trust, you give your team the anchors they truly need in times of uncertainty. In my journey, these approaches have consistently turned chaotic pivots into moments of shared purpose. And when your team feels supported and engaged, there’s no uncertainty you can’t face together.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiWhat Separates Great Leaders from Ordinary Ones
Most people can learn the mechanics of leadership. Fewer choose to live its deeper demands.
At first glance, great leaders and ordinary leaders often look similar. They hold comparable titles, attend the same meetings, speak the same language of strategy and results. Yet over time, their impact diverges sharply. Teams under great leaders tend to grow, take ownership, and outperform expectations. Teams under ordinary leaders may function, deliver, and comply – but rarely transform.
The difference is not talent, intelligence, or ambition. It lies in a set of choices that great leaders make consistently, often quietly, and often at personal cost.
The relationship with power
Ordinary leaders tend to use power.
Great leaders tend to carry responsibility.
Power is seductive. Titles grant authority, access, and visibility. An ordinary leader may lean on that authority to get things done – issuing decisions, expecting compliance, and equating alignment with agreement. This works, especially in the short term.
Great leaders relate to power differently. They see authority not as a right, but as a burden. Decisions are made with an awareness of second- and third-order consequences. Influence is earned repeatedly, not assumed. They ask not “Can I decide?” but “Should I?” and “Who will live with the outcome of this choice?”
As a result, people follow ordinary leaders because they have to. They follow great leaders because they choose to.
The way they listen
Ordinary leaders listen to respond.
Great leaders listen to understand.
Listening is often cited as a leadership skill, yet it is rarely practiced deeply. Ordinary leaders gather information quickly so they can move on to solutions. They interrupt, redirect, or prematurely reassure. The conversation feels efficient – but shallow.
Great leaders create space. They tolerate silence. They ask questions that slow the conversation down rather than speed it up. They listen not only to words, but to hesitations, emotions, and what remains unsaid. This kind of listening takes time and patience, and it can feel uncomfortable.
The payoff is trust. People tell great leaders the truth earlier – including bad news – because they feel heard rather than judged.
Their relationship with certainty
Ordinary leaders project confidence.
Great leaders balance confidence with humility.
Many leaders believe they must always appear certain. Ordinary leaders often feel pressure to have answers, to speak first, and to maintain an image of control. Admitting doubt may feel risky.
Great leaders understand that false certainty is more dangerous than honest uncertainty. They are willing to say “I don’t know yet,” “I was wrong,” or “We need more perspectives.” This does not weaken their authority – it strengthens it.
By modelling learning rather than perfection, they create cultures where people experiment, speak up, and take ownership of their mistakes instead of hiding them.
How do they treat people under pressure
Ordinary leaders manage performance.
Great leaders develop people.
When pressure rises — deadlines tighten, numbers fall, crises emerge — the differences become visible. Ordinary leaders narrow their focus to output. Conversations become transactional. People are valued primarily for what they deliver.
Great leaders do not abandon performance expectations; they broaden the lens. They ask what the pressure is doing to the people, not just the results. They know that how results are achieved matters because it shapes the culture long after the crisis has passed.
They invest in people even when it is inconvenient – through feedback, coaching, and difficult conversations – because they think beyond the next quarter.
Their approach to self-awareness
Ordinary leaders work on others.
Great leaders work on themselves.
Leadership magnifies who you already are. Stress amplifies blind spots, habits, and unresolved patterns. Ordinary leaders often externalize problems: the team is resistant, the organization is slow, the market is unfair.
Great leaders turn the lens inward. They ask uncomfortable questions about their own reactions, triggers, and assumptions. They seek feedback not as validation, but as data. This level of self-awareness is demanding and sometimes painful, which is why many avoid it.
Yet it is precisely this inner work that allows great leaders to remain consistent, fair, and grounded over time.
The legacy they care about
Ordinary leaders focus on success.
Great leaders think in terms of impact.
Success is measurable: promotions, bonuses, recognition. Impact is subtler. It shows up in how people speak about their leader years later, in the leaders who emerge from their teams, and in the cultures that persist after they leave.
Great leaders are aware that leadership is temporary, but its effects are not. They act with a long-term horizon, even when short-term incentives push in the opposite direction. They care not only about what they achieve, but about who people become while achieving it.
A choice, not a trait
Great leadership is not a personality type or a permanent state. It is a series of choices, made daily, often without applause. Choices to listen longer, to share power, to stay curious, to do inner work, and to act with integrity when no one is watching.
Not everyone wants this path – and that is okay. It is more demanding, more exposing, and often lonelier. But for those who choose it consciously, leadership becomes more than a role. It becomes a way of being.
And that, ultimately, is what separates great leaders from ordinary ones.
by Jakub GrzadzielskiChoosing Between the Road of a Manager and the Road of a Leader
Professionals often reach a crossroads in their careers. One path leads toward management – operational control, structure, and measurable outputs. The other leads toward leadership – vision, influence, and cultural change. Both roads are valid and needed, yet they involve very different daily realities. This article compares the manager and leader paths as personal choices, highlighting their consequences for the individual, those who report to them, and the wider organization. The tone is conversational: there is no judgment here, just reflection. Ultimately, being an authentic leader requires a lifelong commitment to self-awareness and consistency, and it is not the only way to have impact.
What’s the difference?
Leadership is about creating positive, non-incremental change: leaders shape a vision, empower people to make it happen, and build momentum for that change. Management, on the other hand, is about getting a group of people – even if they are confused or unmotivated – to accomplish a common purpose on a recurring basis. Management focuses on implementing processes such as budgeting, staffing, and structuring, whereas leadership focuses on determining the goals and driving change. The contrasts are often summarized as “the manager administers; the leader innovates,” with managers maintaining systems while leaders develop people and focus on people rather than structures.
Another perspective reinforces these distinctions. Leaders advocate change and new approaches, seeing the forest rather than the individual trees, while managers focus on stability and maintaining the status quo. Leaders are concerned with understanding people’s beliefs and gaining their commitment, whereas managers focus on how tasks get accomplished and exercise authority to ensure they are completed. In short, both roles contribute to organizational success, but in different ways.
The road of the manager
Why choose it?
Many professionals take pride in being effective managers. A good manager creates order out of chaos. They plan budgets, allocate resources, and hire the right people to deliver on time and within budget. This path offers several benefits:
Operational excellence. Managers break down big goals into actionable tasks, organize the work, and ensure it is completed. Their attention to detail keeps processes running smoothly and ensures compliance with regulations and policies.
Clear expectations. Subordinates know what is expected. Reporting lines are well defined, and performance metrics are often objective.
Immediate impact. Managers see tangible results. When a project ships on schedule or a department hits its quarterly targets, it reflects their planning and execution.
Steady career progression. Because management is a formal title, there is often a clearer ladder to climb. Titles carry authority and can lead to higher compensation.
For employees reporting to competent managers, the environment may be predictable and structured. They get regular feedback, know the metrics they are measured against, and feel secure.
Hidden costs of management
However, managing is not easy. Managers often have to make painful decisions, such as firing people. Letting someone go can be emotionally taxing, especially when financial constraints or restructuring force the decision. Managers also have to hire people, sift through applicants, and risk making a costly bad hire. When things go wrong, the blame lands squarely on the manager’s shoulders; the buck stops with them.
Beyond these decisions, the workday often extends beyond business hours. Managers are always “on,” thinking about what needs to happen next and fielding after-hours emergencies. They must navigate bureaucracy, from regulatory compliance to internal budget approvals. Employees demand their attention for issues ranging from mental health to professional development. All of this can lead to stress, frustration, and a strain on personal relationships.
Managers also risk falling into micromanagement. Micromanaging stifles creativity, dampens motivation, and reduces productivity. It undermines employees’ autonomy and can lead to increased turnover. Many employees say they would leave their jobs because of poor management. From an organizational perspective, high turnover and disengaged workers are costly. Thus, choosing the manager road requires developing not only organizational skills but also the ability to trust and empower others.
The road of the leader
Why choose it?
Choosing to be a leader is a commitment to influencing rather than controlling. Leaders craft a compelling vision, communicate it, and align people around it. They discover and communicate the “why” behind their organization’s work. Leadership creates or transforms the systems that managers manage, adapting them to external changes and raising standards.
The impact on people can be profound. Leaders inspire and motivate, giving team members a sense of purpose. Employees who feel a strong sense of purpose are often more satisfied and more productive. Organizations led by purpose-driven leaders often experience lower absenteeism and turnover. Trust and psychological safety flourish because leaders focus on people and foster open communication. Importantly, leadership is not tied to a title; an employee at any level can exhibit leadership through influence and passion.
For individuals, the leader’s role offers the satisfaction of driving change and watching ideas become reality. The role is dynamic and future-oriented. You inspire followers rather than manage subordinates. You may find meaning in mentoring others and creating a culture that outlasts you.
Hidden costs of leadership
Leadership also has its dark side. Successful leaders face heightened stress and pressure due to their increased responsibilities; every decision carries significant consequences, leading to mental fatigue and anxiety. Leaders often feel isolated and lonely because they have fewer peers and must maintain professional distance to avoid bias.
Power dynamics can also be tricky. Newly appointed leaders may find that former peers treat them differently, requiring them to build trust from scratch. There is a paradox of infallibility: society expects leaders to be strong and decisive, yet authentic leadership also requires vulnerability. Balancing confidence with openness can be emotionally draining.
Work-life balance becomes more challenging as leaders dedicate more time to their roles. High expectations and accountability can lead to stress and anxiety, and the relentless pace can cause burnout. Leaders need self-care and boundaries, yet the very culture they create might celebrate relentless hard work. Those who report to leaders may sometimes struggle with the ambiguity inherent in change initiatives, especially if vision isn’t matched by clear execution.
Implications for the people you lead
People reporting to managers experience structure and clarity. They know who makes decisions and what the rules are. This can be reassuring, especially in regulated industries or high-risk environments. The downside is that employees may feel reduced to cogs in a machine if managers over-emphasize control or treat them as numbers. They may lose creativity and motivation when micro-managed.
People reporting to leaders often feel inspired and valued because leaders ask “why” and share a sense of purpose. They have more autonomy and are encouraged to innovate. However, a visionary leader who neglects the details can leave team members confused about how to achieve the vision. Rapid change may create uncertainty, and not everyone thrives in fluid environments. Followers may also project unrealistic expectations onto leaders, contributing to the leaders’ isolation.
Implications for organizations
Both roads are necessary. Managers translate vision into daily actions. Without them, the best strategies would remain dreams. Leaders, meanwhile, ensure that the organization adapts to a changing environment and that employees understand why they do their work. Effective organizations develop people who can operate at the intersection of these roles – individuals who can manage processes while inspiring people.
An imbalance can be costly. Too much management leads to bureaucracy, low creativity, and high turnover. Too much leadership without management can result in grand visions with no execution. That is why many organizations invest in developing managers’ leadership skills. Strong leadership skills improve a manager’s effectiveness and ability to influence decision-making. At the same time, leaders must develop emotional intelligence and self-care strategies to avoid burnout.
A lifelong choice
Choosing the manager or leader road is a personal decision. Some people are naturally drawn to structure and process; others are passionate about vision and people. Many do both at different points in their careers. What matters is that you make a conscious choice and understand the consequences for yourself, your team, and your organization.
Being a manager offers control and clarity but comes with stress, long hours, and the burden of responsibility. Being a leader offers inspiration and purpose but brings pressure, isolation, and the risk of burnout. There is no universal “right” path. What is right is to be authentic – to choose a path that aligns with your values and strengths and to practice it with integrity. If you choose the path of leadership, remember it is a lifelong journey that requires continuous growth and self-reflection. If you choose management, remember that your effectiveness depends on your ability to trust and empower others. In either case, your legacy will be shaped by how you treat the people who work with you.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiHow a Supervisor Can Effectively Manage Conflict Within a Team
Conflicts are a natural part of teamwork. Diverse viewpoints, work styles, and goals drive innovation, but they can also lead to tension. From my experience, workplace conflicts arise from issues such as perceived discrimination, ineffective communication, clashing personalities, and misaligned departmental objectives. Avoiding confrontation only deepens the problem and destroys morale; quick intervention builds a culture of respect and increases productivity.
Why It’s Important to Identify the Root Cause of Conflict
Effective conflict management begins with understanding why the issue emerged. I always emphasize that the first step is to establish a shared definition of the problem and agree on its cause. Techniques such as the Ishikawa (fishbone) diagram or the “Five Whys” method help uncover root causes rather than merely treating symptoms. The root cause analysis enables leaders to identify key contributing factors and propose accurate, targeted solutions.
How to Locate the Source of the Problem
Gather information and listen to all parties – the team should collectively describe the problem and investigate its origins before moving into the solution phase.
The fishbone (Ishikawa) diagram – list possible causes grouped under categories (people, processes, tools, environment) and repeatedly ask “why?” to reach deeper layers.
The 5 Whys Method – ask “why” multiple times until you reach the underlying factor. This simple technique is especially effective for conflicts arising from communication or process issues.
Gap analysis and success criteria – clarify the expectations of each side and define what must be achieved for the conflict to be considered resolved.
Leader’s Competencies and Attitude
Active Listening
Listen carefully, ask clarifying questions, and paraphrase employees’ statements. Research shows that clear communication and active listening are foundational to resolving conflict.
Empathy and Emotional Intelligence
A manager should be curious, understand others’ emotions, and control their own reactions. I recommend focusing on behaviors (what happened) rather than personality traits (who someone is), which reduces defensiveness and supports progress.
Impartiality and Fairness
Each participant believes their view is “right,” so the leader must mediate without favoring any one view. Here, I would like to highlight the importance of recognizing fairness biases and helping participants adopt new perspectives.
Calm and Curiosity
Prepare yourself mentally, remain calm, gather information from multiple viewpoints, and remember that your perspective is only one among many. Remember that focusing on areas of agreement and allowing each party to save face.
Effective Conflict Resolution Strategies
Open and Safe Communication
Invite involved parties to a neutral space and let each present their perspective.
In remote work, use video rather than email — written tone is often misinterpreted.
Create a safe space for discussion: choose a quiet environment (or private video call), clearly define the purpose, and encourage open dialogue without fear of punishment.
Focus on the issue, not the people: avoid labels like “difficult” – instead describe facts and consequences.
Listening and Identifying Shared Goals
- Ask questions that uncover motivations and emotions.
- Look for common goals, interests, and values.
- Define areas of agreement and disagreement – differences often stem from prioritization or constraints.
Planning and Taking Action
Develop an action plan based on needs and alignment points.
Delay can escalate conflict, so once decisions are agreed upon, act quickly. Ensure both parties understand and accept the plan.
Follow-Up and Continuous Development
A single meeting rarely resolves a conflict permanently. Check in after a few days to ensure both sides are following the agreement and that no new tensions have emerged.
Many conflicts escalate because managers lack proper training. Invest in development around communication, mediation, and negotiation.
Treat conflict as a learning opportunity – reflection strengthens cooperation. Encourage the team to think about what they learned and how to improve future collaboration.
Conflicts in Remote and Hybrid Environments
Remote and hybrid work introduce challenges: limited non-verbal cues, isolation, and tech frustrations.
I recommend avoiding conflict resolution via email – schedule a video meeting or an in-person conversation. Additionally:
- Technical support – tech issues increase stress; ensure good equipment and IT support.
- Clear schedules – remote workers must understand deadlines and expectations.
- Trust and autonomy – excessive control erodes trust; evaluate based on results, not screen time.
- Building relationships – encourage team bonding through online social interactions.
I also advise avoiding lengthy email exchanges, providing technical support, ensuring clarity around plans, trusting team members, and enabling relationship-building. Cooling-off breaks and reconnecting with the company mission help restore perspective.
Building a Conflict-Preventing Culture
The best way to minimize conflicts is to create a culture of trust and respect. A SCARF model outlines five areas that influence feelings of threat or reward:
- Status – avoid undermining employees’ status; offer constructive feedback instead of harsh criticism.
- Certainty – clear expectations and task division reduce stress.
- Autonomy – avoid micromanaging; delegation builds trust and empowerment.
- Relatedness – strengthen team relationships through mentoring or regular check-ins.
- Fairness – ensure transparency and equal treatment; address perceptions of unfairness quickly.
I also recommend avoiding threats, reducing group biases, and uncovering deeper, hidden causes of conflict – all of which require openness and self-awareness.
After Resolving the Conflict: Reflection and Learning
From my experience a conflict you should:
- Stay calm and prepare mentally for the conversation.
- Ask curious questions and remember your interpretation is only one perspective.
- Focus on shared interests and avoid blame; allow everyone to save face.
- Engage in regular self-reflection and celebrate successes.
- Build a support network of trusted peers and mentors who can provide feedback.
- View conflicts as opportunities for innovation.
- Continue learning through books, podcasts, and training.
Conclusion
A team conflict doesn’t have to be destructive. When a leader stays calm, listens actively, uncovers root causes, and steers the discussion toward shared goals, the conflict becomes a catalyst for growth. Open communication, empathy, and fairness create an environment where even difficult conversations lead to innovation and stronger collaboration.
Monitoring progress after resolution, investing in manager development, and building a culture of trust and equality help prevent future conflicts.
As a supervisor, remember: your response sets the standard for the entire team. Conflicts are inevitable – but the way you manage them determines whether the team emerges stronger and more unified.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership effectiveness, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).
Website: jakubgrzadzielski.com
by Jakub GrzadzielskiLeadership Coaching in Practice: A Complete Guide for Leaders
As a former manager and now a leadership & executive coach and OD consultant, I’ve seen how conscious leadership can transform teams and entire organizations. In today’s environment – where change, complexity, and uncertainty define business reality – leaders need more than technical competence. They need emotional intelligence, adaptability, strategic communication, and a deep understanding of human behavior.
This guide brings together the essential elements of effective leadership:
What executive coaching is, how to develop leadership skills, how to lead teams effectively, and how to prevent burnout while building a culture of accountability.
What Is Executive Coaching? (And Why Leaders Need It Today)
Executive coaching is a structured, professional development process that helps leaders:
- increase their self-awareness
- strengthen emotional intelligence
- refine leadership behaviors
- improve decision-making
- accelerate performance and growth
Unlike consulting, coaching does not provide “the answer.” Instead, it helps leaders uncover insights, break limiting patterns, and create lasting behavioral change.
The outcome?
Better leadership habits, stronger relationships, and more effective teams.
How to Develop Leadership Skills: The Core Competencies of Effective Leaders
Modern leadership requires far more than managing tasks. Great leaders excel in:
- communication
- conflict management
- decision-making in uncertainty
- delegation
- active listening
- motivating others
But leadership is a skill – and skills can be developed.
Practical ways to grow as a leader:
- Take initiative: volunteer for responsibility and lead small projects.
- Improve communication: speak clearly, listen deeply, ask better questions.
- Ask for feedback: reflect on your reactions and behavioral patterns.
- Support teamwork: encourage collaboration and shared problem-solving.
- Work with a mentor or coach: gain perspective and accelerate growth.
- Set development goals: decide what type of leader you want to become.
How to Lead a Team Effectively
High-performing teams don’t happen by accident; they are built intentionally.
Strong leaders:
- foster open and honest communication
- co-create goals and metrics with the team
- celebrate progress and recognize achievements
- encourage autonomy and problem-solving
- ensure people have the tools and training they need
- take responsibility for their decisions
- reinforce the “why” behind the work
Leadership is not about control – it’s about creating conditions for people to succeed.
How to Build a Strong Team Culture
Team culture shapes how people work, communicate, and solve problems. A healthy culture improves performance, engagement, and retention.
To build culture that empowers people:
- encourage transparency and idea-sharing
- promote continuous learning and development
- create opportunities for connection (workshops, offsites, team projects)
- recognize contributions regularly
- lead through values and consistent behavior
- embrace diversity and inclusion
When leaders model the culture they want, teams follow.
How to Motivate Employees (Beyond Salary)
Research is clear: real motivation comes from meaning, belonging, and progress.
Effective leaders motivate by:
- communicating openly and frequently
- defining clear expectations and success metrics
- recognizing achievements in real time
- offering coaching, mentoring, and career development
- building a positive work environment
- leading with empathy and authenticity
- giving autonomy and trusting people to deliver
Motivation grows where people feel valued, supported, and trusted.
Handling Difficult Conversations as a Leader
Every leader faces them: conflicts, performance issues, missed expectations.
Avoiding them only worsens the problem.
A powerful framework includes:
- Prepare thoughtfully – understand facts, emotions, and identity triggers.
- Clarify the purpose of the conversation.
- Start from a neutral perspective – avoid blame, describe the situation objectively.
- Explore both viewpoints through active listening and empathy.
- Co-create solutions and agree on next steps.
Difficult conversations, done well, strengthen relationships rather than damage them.
Transitioning From Manager to Leader
The biggest shift leaders must make is a mindset shift.
Managers control processes.
Leaders empower people.
A successful transition includes:
- moving from task-focus to people-focus
- building emotional intelligence
- articulating an inspiring vision
- empowering instead of micromanaging
- modeling responsibility and integrity
- understanding that influence > authority
This shift marks the moment someone stops “managing” and starts truly leading.
Leadership Styles and When to Use Them
There is no universal “best” leadership style.
Effective leaders adapt based on context.
Common styles include:
- Authoritarian – fast decisions; useful in crisis, risky long-term
- Hierarchical – structured roles; good for predictability
- Mission-driven – inspires through purpose and values
- Pacesetting – sets high standards; great for high-performing teams
Adaptability is the real advantage.
Leaders succeed by reading the situation and adjusting their style.
How to Become a Better Leader
Leadership is not a title – it’s a discipline.
Improve continuously by:
- strengthening communication skills
- leading by example daily
- building trust through consistency
- practicing emotional intelligence
- making time for reflection and learning
Small behavioral improvements compound into transformational results.
Developing Emotional Intelligence as a Leader
Emotional intelligence (EI) is one of the strongest predictors of leadership success.
It includes:
- self-awareness
- self-regulation
- empathy
- motivation
- social skills
Ways to strengthen EI:
- reflective journaling
- asking for feedback
- personality assessments
- mindfulness and stress management
- setting healthy boundaries
- aligning actions with values
- celebrating progress
- practicing gratitude and active listening
- improving interpersonal communication
Emotionally intelligent leaders create psychologically safe, high-performing environments.
Building a Culture of Accountability
Accountability is not about control – it’s about ownership and clarity.
Leaders build accountability by:
- defining clear goals and expectations
- setting roles and responsibilities
- conducting regular check-ins
- modeling accountability personally
- focusing discussions on facts and solutions
- creating psychological safety
- using the same standards consistently
Accountability builds trust, speeds execution, and increases performance.
Preventing Burnout in Teams
Burnout is one of the biggest threats to modern organizations.
To protect your team:
- offer flexibility and autonomy
- set realistic goals and manage workload
- recognize achievements regularly
- develop soft skills like communication and time management
- address issues early through honest conversations
- identify root causes and implement action plans
- support well-being with healthy boundaries, rest, sleep, and mindfulness
A leader’s responsibility is not to eliminate stress – but to ensure it doesn’t become chronic.
Why Leadership Coaching Matters
Leadership coaching helps leaders:
- understand themselves more deeply
- improve emotional intelligence
- develop stronger relationships
- increase influence and team engagement
- make better decisions
- grow into the leaders their organizations need
Coaching strengthens both people and systems.
It drives cultures of trust, learning, and continuous improvement – critical for long-term success.
Conclusion
Leadership is an ongoing journey.
Understanding executive coaching, developing core leadership skills, leading teams consciously, building accountability, and preventing burnout are foundational to becoming a truly effective leader.
As both a former manager and a leadership coach, I’ve seen one clear truth:
When leaders invest in their own development, everyone wins – teams, organizations, and clients.
by Jakub GrzadzielskiWhy You Can’t Delegate Tasks Only to Your Most Trusted Person?
Many managers — myself in my early career included — follow a simple principle: “If the task is critical, give it to the best employee and it will surely succeed.” This approach seems logical, but over time, it does more harm than good. Research on delegation shows that effective sharing of responsibilities builds a culture of trust, develops the team, and brings tangible benefits to the organization. On the other hand, not delegating or overloading one person leads to burnout, team stagnation, and loss of trust. Below is a look at this problem from the perspective of a long‑time industry leader, a leadership & executive coach, and an OD consultant.
by Jakub GrzadzielskiFocus on Developing Others: The Core of Great Leadership
Throughout my two decades as a leader and then as a leadership coach and OD consultant, one lesson stands out: outstanding leaders grow people, not just results. It’s tempting in fast-paced environments to fixate on deadlines and immediate outcomes. But true, sustainable success comes from investing in your team’s growth.
by Jakub GrzadzielskiAuthentic Leadership: The Courage to Be Yourself Builds Trust
During our leadership journeys, many of us strive to embody the ideal boss. That was true for me: I always wanted to know the answer, be calm, confident, and professional. The result? A distance between me and my team, and the exhaustion of pretending. Over time, I realised that leadership is not just about what you do; it is about who you are. Real strength doesn’t lie in perfection, but in authenticity. When I stopped playing a role and started showing up as myself – consistent with my values and honest – relationships deepened, trust grew, and my team’s engagement increased.