Leadership Lessons: High-Flying CEOs Explain How to Unify Organisations

Global conditions have never been more uncertain. Economic factors and social disruption caused by the global pandemic and the shocks that followed have created a time of genuine uncertainty.

Organisations globally face disruption and disunity. But there are many other matters that occupy the time of leaders – some matters emerging and others more entrenched. For example the rise of AI and machine learning, climate change and ESG more broadly, diversity and inclusion.

Workforce instability and workforce retention are also among the top concerns for CEOs. Higher rates of workplace anxiety among Gen Z and Millennials, increasing rates of burnout, and personal financial worries create fragility.

Nearly half of Gen Z and 40% of Millennials are stressed all or most of the time, while more than half of both generations live ‘pay check to pay check’.

At the same time, Gen Z and Millennials approach work with strong ethical stances, leading to a much greater likelihood of them ‘voting with their feet’.

One in six have already changed jobs due to climate concerns, while four in 10 say they have rejected work assignments on ethical grounds. These aren’t the only tensions – fractures are appearing between generations. 40% of baby boomers prefer remote or flexible work, while only 32% and 29% of Gen Z and Millennials say they prefer to work from home, exacerbating the ongoing power struggle over return-to-office mandates.

At a time when stability and unity are needed to weather a very uncertain economic future, we spoke to four CEOs to find out how to be a unifying leader. Hear from Andy Penn, former CEO of Telstra, Rob Scott, CEO of Wesfarmers, Elizabeth Gaines, former CEO of Fortescue and Jayne Hrdlicka, Virgin Australia’s CEO.