Is your leadership pipeline fit for the future?

The world of work is changing rapidly. Hybrid working, global disruption, digital transformation and new workforce expectations mean leadership in 2025 looks very different than in 2015. Organisations must therefore work out how to build leadership pipelines that are fit for the present and the future. 

The challenge for employers is not just replacing those who retire or move on. It is about developing and nurturing leaders who can innovate and thrive in uncertain situations, and who have the values to lead inclusively and the skills to harness technology while understanding the importance of people. 

Why strong leadership pipelines matter

Strong leadership pipelines create resilience. They ensure that, when change happens, organisations are not searching for talent, but can instead draw on a pool of people who are ready to step up. CMI research shows that organisations that offer structured management training enjoy higher productivity and stronger employee engagement. 

Watch now: Leveraging Hidden Talent to Create Inclusive Organisations

If firms do not invest, this results in a shortage of leadership capability, which can impact growth, weaken strategy and damage organisational culture.

Gen Z’s expectations of leadership

Younger employees require more from leaders than technical understanding or positional authority. They expect authenticity, inclusivity and a focus on wellbeing. They want leaders who can lead by example by demonstrating a sense of purpose. Leaders therefore need to be able to connect business outcomes to wider social and environment impact.

This shift is not superficial. Research has shown that younger generations are very likely to leave organisations whose values do not align with their own. Leadership pipelines must take these expectations into consideration. 

Pipelines are strongest when development is continuous and supported across an individual’s career

The skills leaders of tomorrow need…

… are a blend of traditional management skills and new capabilities. The most critical are:

• digital fluency – using AI, automation and data 
• inclusivity – managing diverse teams and creating environments where all voices are heard
• adaptability – showing resilience, flexibility and proactivity in difficult situations 
• coaching – the ability to unlock others’ potential