What is Leadership? Or, rather, what should it not be?

I had a heated but heartful conversation with some of my men whilst preparing for the Change of Guards. Conscripts showing up is not trivial or a given.

Disclaimer: While I don't claim to be a leadership guru or a snake oil salesman, I am dedicated to effective leadership in my current role. I actively refine my abilities, seek constructive feedback from my team, and courageously address toxic behaviours to foster a positive and productive environment. This is me paying it forward.

1. Leading is a privilege, not an entitlement.

If your team stops following you, you will have no one to lead. Recognise that trust and responsibility have been entrusted to you — they were not owed to you.

2. Stop confusing managerial roles with leadership roles.

They are fundamentally distinct. Managers focus on performance and results, while leaders — as organisational stewards — concentrate on individuals. Leaders aim to motivate, influence, and unite people towards a shared vision or goal.

This misunderstanding is increasingly causing a decline from well-rounded leaders — proficient in performance, experience, and learning — to degraded leaders solely focused on performance metrics.

3. Recognise your best people and let them grow.

Instead of clinging to good employees, foster an environment that encourages retention and growth. Be attentive to the reasons behind resignations and address them proactively. Supporting internal role transitions enhances employee experiences and promotes continuous learning — particularly appealing to younger generations who value flexibility, purpose-driven work, and a supportive culture.

4. We are in an era of deep scepticism towards authority.

If we do not tackle this head-on, it will become the Achilles' heel of any organisation. Leaders must take decisive action to build trust. Transparent communication, ethical decision-making, and fostering an inclusive culture are fundamental. The role of hierarchy is increasingly questionable.

5. Past wrongs do not make new rights.

New global landscapes, a socially conscious workforce, and the rapid advancement of technology require us to change our approaches proactively. Relying on past precedents is misguided — the conditions under which those decisions were made are likely no longer applicable.

It is increasingly never about the ranks but the people, and our collective purpose.