Leading in Complexity - Navigating Leadership, Communication and AI Disruptions Survey

1.What are the biggest challenges you are currently facing as a leader in this complex and rapidly evolving world?(Required.)

Managing remote and hybrid teams – Ensuring accountability, engagement, and productivity while having less visibility into day-to-day operations.

Navigating AI and digital transformation – Keeping up with technological advancements and their impact on decision-making, strategy, and workforce dynamics.

Retaining and motivating top talent – Addressing employee disengagement, high turnover, and evolving expectations around workplace culture and purpose.

Conflict resolution and communication breakdowns – Managing difficult conversations, aligning teams, and fostering a culture of openness and collaboration.

Balancing performance with well-being – Meeting business objectives while supporting employees' mental health, work-life balance, and psychological flexibility.

Leading through uncertainty and rapid change – Making strategic decisions with limited clarity, adapting to market shifts, and maintaining confidence during turbulence.

Other (please specify)

2.How has the rise of AI and automation impacted your leadership approach?(Required.)

Other (please specify)

3.What support do you believe leaders need most when managing uncertainty and complexity?(Required.)

Opportunities to Learn and Grow – Access to leadership development, coaching, and training to navigate complexity with confidence.

Recognition and Appreciation – Feeling valued for efforts and contributions, especially during challenging times.

Strong Support Network – Trusted mentors, peers, or advisors who provide guidance, perspective, and encouragement.

Clarity of Company Values, Mission & Purpose – Well-defined values and vision that aligns teams, reduces uncertainty, and reinforces decision-making.

Psychological Flexibility and Well-being – Work environments that encourage open conversations, vulnerability, and resilience-building strategies.

Other (please specify)

4.On a scale of 1-5, how confident are you in resolving conflicts and maintaining engagement in your team?(Required.)

Not Confident

1 star

Somewhat Confident

2 stars

Confident

3 stars

Very Confident

4 stars

Other (please specify)

6.When enthusiasm is met with criticism in your workplace, what impact does it have on you as a leader and your team environment?

7.What strategies do you currently use to acknowledge and manage your own emotional state before addressing challenges with your team?(Required.)

Pause and Check In – Take a moment to notice how you're feeling without judgment. Ask yourself, What emotions am I experiencing right now

Label your emotions (e.g., frustration, overwhelm, excitement) to help create distance and reduce emotional intensity.

Express your emotions - Express to a colleague how you are feeling or what you are thinking

Regulate Through Breath or Movement – Use deep breathing, stretching, or a short walk to shift your nervous system from stress to balance.

Reframe the Situation – Shift your perspective by asking, What is this emotion telling me? or How can I respond instead of react?

Create Space Before Responding – When emotions run high, step back before making decisions or engaging in conversations to ensure clarity and composure.

Other (please specify)

8.Leaders, like employees, have fundamental needs - mental, physical, emotional that must be met to perform at their best. Which of the following feels like your greatest unmet need right now?(Required.)

Recognition & Appreciation - I rarely receive acknowledgment for the emotional or strategic effort I put in.

Connection- I often feel isolated, like I can’t fully share the load or be real with others.

Autonomy & Decision Making Power - I feel micromanaged or unable to lead in a way that feels natural to me.

Work Life balance - It feels like there’s no space to pause or recharge.

Belonging - I sometimes question whether I truly fit in or feel aligned with the culture.

Appreciation - Even when things go well, it feels like success is expected rather than celebrated.

Other (please specify)

9.What leadership habits or practices have helped you maintain authenticity while driving performance?(Required.)

Transparent and honest communication

Empathetic listening and connection

Leading with integrity and consistency

Seeking feedback and self-reflection

Empowering and developing others

Other (please specify)

10.When addressing a conflict in your team, your typical response is

I tend to delay the conversation until emotions settle

I try to minimise it and hope it resolves on its own

I step in quickly and take charge of the resolution

I push for a solution and make the decision if no one else will

I create space for all perspectives to be heard before deciding together

I check in emotionally and practically, aiming to restore trust and clarity

Other (please specify)

11.If someone were to observe you leading in a high-pressure moment, how might they describe the tone and quality of your voice?

Quiet & Reserved– You seemed calm but distant, perhaps trying not to escalate things or reveal too much.

Distant or withdrawn – It felt like you were emotionally checked out, maybe protecting yourself or avoiding confrontation.

Direct and firm – You were clear and focused, though it might have come across as abrupt or transactional.

Assertive and loud – You took charge and filled the space, making sure your voice was heard, though others may have felt overpowered.

Steady and calming – You anchored the room, offering a grounded presence that helped others settle.

Thoughtful and empathetic – You spoke with care, choosing your words intentionally to create space for others to feel safe and seen.

Other (please specify)

12.When someone on my team is silently struggling, how attuned am I to their non-verbal cues — and how do I usually respond once I sense something’s off?

I tend to miss subtle signs — I only notice when things escalate.

I notice something is off but question if it's my place to ask.

I recognise the shift but usually redirect toward solutions quickly.

I encourage them to move forward and stay focused on tasks.

I notice emotional cues and check in with care and respect.

I’m highly attuned to subtle changes — I pause, stay present, and invite dialogue with sensitivity.

Other (please specify)

13.When making decisions with your team, how do you typically show up — in your words, energy, and presence?

I tend to stay quiet and go with the flow — others usually step in first.

I hold back until I sense everyone agrees — I don’t like conflict or standing out.

If the group wavers, I’ll step up and call it — I don’t like indecision.

I lead with certainty — once I’ve made a decision, I expect the team to follow.

I create space for ideas, actively listen, and help the group reach a shared decision.

I guide the process by sensing what’s needed, offering clarity, and inviting others to co-own the outcome

Other (please specify)

14.When you give feedback, how aware are you of your delivery and how it might land for the other person? What does your typical approach reflect about your leadership style?

I give feedback rarely — I worry it might upset or discourage the other person

I tend to be indirect — I hint at concerns but avoid naming them clearly

I’m clear and critical — people need to hear what went wrong to improve

I’m straight to the point — feedback is about efficiency and results

I aim for balance — I speak to the issue while offering support and care

Other (please specify)

15.If you could gain one key leadership skill or insight to navigate the next 12 months successfully, what would it be?

16.At what email address would you like to be contacted?