They lead by example through consistently living and displaying the business’s core values. They lead with presence, authenticity, empathy, enthusiasm, build trust and behave in a way that consistently projects a positive image.

All leaders in the business must be able to confront difficult issues in a timely way. All leaders must be able to force negative issues to the surface (that may have previously been ignored), to confront the issue and person, deal with and manage the conflict and emotions appropriately, so as to hold people accountable for productivity and/or poor behaviour (because if we don’t, we aren’t leading effectively).

The leaders are able to let go of control, and add value by enabling others - not by doing all of the work. They are able to delegate through giving clear expectations, building trust, giving feedback and support, but don’t micro-manage. This builds the basis for succession and capacity building.

The Senior Leadership Team is clearly defined as to who is in it; it has a clear purpose; and has team rules for the way it operates. All of the members have an attitude of ‘if one fails we all fail’. The team has a high level of trust that enables it to have robust conflict to discuss ideas, members have no hidden agendas, and all team members ‘play above the line’. Team members are held accountable for actions and performance by each other, and the leader confronts the difficult issues. There are no silos/'my department is ok' thinking.

There is a lot of change ahead in an uncertain market. All leaders need to have the skills to be able to lead their parts of the business, lead through uncertainty, create a sense of urgency, keep people positive, informed and focused.