Modern Leadership 2025: A successful modern leader's guide from optimism to collaboration
Modern leader = Effective leader?
Today, when you find yourself in a leadership position, you face challenges that previous generations have never faced. The rapidly changing business environment, the rise of teleworking, generational differences and the rise of artificial intelligence all require a new approach to leadership. But what makes someone a truly effective leader in this complex world?
The answer is not simple, but there are some principles that can be observed in all successful modern leaders. These are not just theoretical concepts, but practical tools that you can apply day-to-day in your own leadership practice.
The true nature of optimism: beyond rose-tinted glasses
What is not optimism?
Many leaders are mistaken about what it means to be optimistic. Many believe that a good leader must always be positive, even in the most difficult situations. But this is not optimism. toxic positivitywhich does more harm than good.
When your team members are struggling and you tell them to "cheer up, everything will be fine", you are actually dismissing their feelings. This false positivity erodes trust and morale because people feel you don't listen to them and don't understand the reality of the situation.
The power of true optimism
The real optimism is much deeper and more powerful than that. It's an unshakable belief that the future can be bright, and it's based on a completely realistic foundation. An optimistic leader can say the bitter truth: "These are the most difficult times we have ever faced. I don't know how long we will be in this dark tunnel, but I do know if there is light at the end of the tunnel."
This kind of optimism allows you to talk honestly about difficulties while maintaining hope and direction. When you acknowledge reality while expressing your belief that you can overcome it together, it is inspiring and motivating.
An optimistic leader does not hide problems, but communicates about them transparently, while always showing the way forward. This builds trust and strengthens team cohesion.
The philosophy of endless play in modern leadership
Finite vs. infinite games
Traditional business thinking often treats corporate activities as finite games. Finite games have known players, fixed rules and a clear goal: to win. There is a beginning, middle and end, and there is always a winner and a loser.
But modern leadership recognises that business, career, even life itself is an endless game. In these games, there can be known and unknown players, the rules can be changed and the aim is not to win, but to stay in the game as long as possible.
The benefits of infinite thinking
When you approach leadership with an infinite mindset, several key changes happen:
Confidence is growing: By focusing on long-term relationships rather than immediate wins, your team members trust you more.
Cooperation improves: In the infinite game, there is no point in working against each other, because the goal is mutual survival and progress.
Increasing innovation: When the goal is not a concrete "win", you are more open to new ideas and creative solutions.
This is particularly important in periods of rapid growth. When a company achieves record revenues or becomes a market leader, it is easy to forget that these results are only for the "now". An endless mindset helps to maintain humility and the drive for continuous improvement.
Modesty as a competitive advantage
What does modesty mean in leadership?
Modesty is often confused with meekness or weakness, but in modern leadership it is a powerful force. A modesty is actually openness to the ideas of others.
A humble leader can have a big ego, but when someone comes up with a new idea, the first reaction is "let's listen". This attitude is critical to the long-term success of an organisation because it prevents complacency and ensures continuous improvement.
The biggest competitor: ourselves
The humble leader knows that the biggest competitor is actually himself. The goal is not to beat other companies, but to constantly outperform ourselves in culture, training, leadership and all other metrics.
This way of thinking is particularly valuable in today's fast-changing world, where strategies that are successful today may be obsolete tomorrow. The humble leader is always learning, always asking questions, and always open to improvement.
The challenges of collaboration in the age of hybrid work
New rules for building trust
Teleworking and hybrid working have changed the dynamics of collaboration. In the past, trust was often built in 'in-meetings': conversations before or after a meeting, in the corridors, over lunch or coffee. These informal interactions were incredibly important for team cohesion.
When you work from home, these are the missing "in-between" moments, leaving only the formal discussions themselves. It's like trying to maintain a friendship with phone calls only, without face-to-face meetings.
Practical solutions to improve cooperation
1. Make cooperation prescriptive Don't leave team building to chance. Be intentional about planning opportunities for collaboration. This could be a virtual coffee break, an online team-building game, or simply a 15-minute informal chat every week.
2. Reward and recognise cooperation If you reward only individual performance, the culture will suggest that cooperation is secondary. Create KPIs and recognition systems that also measure and reward collaboration.
3. Increased effort for hybrid teams Remote and hybrid teams need to invest significantly more effort in keeping in touch. This is not optional - it is a matter of survival. Organise regular hackathons where people can physically work together to solve a problem.
4. Evaluate face-to-face meetings When there's an opportunity to meet face-to-face - whether it's a conference, a team-building event or a simple coffee break - don't stand aside to check email. These moments are extremely valuable for networking.
Returning to the office: navigating uncertainty
The dilemma of the young generation
The "back to the office" issue remains an area of uncertainty. Younger generations, who started working during the epidemic, do not necessarily recognise the value of face-to-face interactions. Many are resistant to returning, even to the point of resignation, because they feel that working from home is better for them.
It is an interesting paradox that while their isolation at home can cause mental challenges, many blame their problems on office work. It's a natural human reaction - it's easier to blame an external factor than to face up to the deeper causes.
Effective strategies for return
Experimentation and flexibility There is no one-size-fits-all solution. Try different approaches: it could be three days at home, two at the office, or vice versa. The key is to keep a constant eye on team morale and productivity.
Leading by example from the top If top managers return to office, this automatically encourages lower levels to return. People do what their leaders do, not what they say.
Creating a dynamic environment Don't force people, but create opportunities and an environment where they are happy to work together in person. Hackathons, collaborative projects and creative workshops are great ways to do this.
Dealing with underperformers: empathy and respect
The downside of rapid growth
In fast-growing companies, the recruitment process is often accelerated, which can lead to "false recruitment". Even the best HR professionals sometimes get it wrong. It is important to recognise that this is not the employee's fault - it is the organisation's responsibility to select and place the right people.
The empathic approach
When you have a problem with someone, the first approach is to empathy and coaching must be. The question is not "what's wrong with him?" but "is he really underperforming, or is he in the wrong position, or is he under external pressure?".
Instead of judging, be curious. Instead of saying, "your numbers are bad for the third quarter, what's wrong with you?", ask, "Are you OK? I'm worried about you, what's happening?". This often reveals the truth and in 99% cases offers support or coaching.
The art of fair dismissal
If you do have to let someone go, do it with fairness and respect. Acknowledge your own responsibility for the wrong recording. Don't build a legal case on underreporting because it will destroy the person's self-confidence.
Be generous and honest: "I know you are struggling, I know you are not comfortable here, and neither are we. We will help you find another job". The way you dismiss can also 'ripple' through the organisation - being respectful will create a positive alumni network that can be valuable in the long term.
Long-term thinking in the era of quarterly figures
A marathon, not sprint mentality
Too much focus on quarterly figures is a dangerous game that many companies play. It's like a marathon runner stopping at every mile to check his time instead of focusing on the finish line - I say this as a commercial director who is addicted to numbers some days... 🙂
A aim for the long game, where quarterly results are milestones rather than absolute targets. The key is trend data and momentum. If problems keep cropping up, don't blame the team, but work together to find solutions.
A culture of continuous learning
Leadership is a skill that must be learned. Great leaders never consider themselves experts in leadership; they always see themselves as students of leadership. They are obsessed with learning, reading and talking about driving.
Organisations need to train staff who are students of leadership. As people skills develop - listening, giving and receiving feedback, effective confrontation - the numbers will follow.
Artificial intelligence: a threat but also an opportunity
The need for adaptation
The rise of generative AI could have a similar impact on the knowledge economy as the industrial revolution has had on physical labour. Some jobs will disappear, others will be transformed. The point is to accept the changeinstead of "rebelling against the machine".Well, if you've seen the Terminator movie, even the latter is acceptable up to a point. 😉
Consider AI as a creative opportunity! Every great technological change throughout history has created new opportunities for those who were open to it. The question is not only "how to protect jobs?" but also "how can we use this tool to work better?„.
The real challenges
The main fears about AI are not so much about the workforce, but rather about the deepfakes and the future of democracy. It is important to start thinking about the potential negative effects now, because the developers of the internet and social media did not foresee the negative consequences.
Managing priorities: the power of confident vulnerability
Beyond complacency
Many managers feel overwhelmed by too many tasks and expectations. The traditional approach is for a leader to be strong, to keep everything under control. But this leads to "toxic positivity" and low team morale.
Vulnerability as a force
The solution is confident vulnerability. Don't pretend you have everything under control. Instead, talk honestly about your struggles: 'I can't keep up', 'I'm so behind', 'I need help'.
This is psychological safety creates a space where others can feel free to talk about their difficulties and ask for help. If you, as a leader, model vulnerability, the team will follow suit. Although this is when the real problems become visible, it also gives you the chance to make really effective changes and improvements ahead of time. Putting everything on the back burner can be a very short-term solution until the real...
Diversity and inclusion: the return of idealism
Value-based organisations
The great organisations value-based. To create an inclusive environment, we need to talk about idealised ambitions and the vision of the future. Ask people to help build this world, bringing their unique perspectives.
As a leader, say honestly: "we are not perfect yet, we are trying and we need help". Ask your diverse team members for help: "what can we do as a company?".
The business power of idealism
Bring back the idealism in business! CEOs should speak in idealised, visionary terms about the world they envision and commit their culture and business to this ideal vision.
Today's business leaders are incredibly influential, giving them the power to change the world and inspire values that impact communities and families.
Finding the "Why": the personal mission
The friendly practice
Everyone has a "why", which is the value they represent in the world. To find this, there is an interesting exercise:
- Choose a best friend (not a family member!) who loves you and who you would stand up for at any time
- Ask him, "Why are we friends?"
- Then ask: "What's one specific thing about me that you know would make you want to be there for me no matter what?„
- Continue with "What is that specific thing?" and don't help him
- Finally, your friend describes you and the value you bring to their life
This will trigger an emotional response (tears, goosebumps), and you will know that you have found your "why".
The importance of support networks
The camaraderie of leadership
The management of a team sports, too difficult to do alone. You need a a "comrade in arms"to whom we can talk about our difficulties, pour our hearts out and ask for advice.
Important rule: never cry alone. Have a code (for example, "Got eight minutes?") that you can use to tell a friend if you need urgent support.
The next step: asking for help as a force
The ultimate form of humility
The most important advice for success: ask for help! It's not a sign of weakness (we think it is, but it's not really a sign of weakness in most situations), it's wisdom. It is the basis for optimism, long-term thinking, cooperation and people-centred leadership.
When you ask for help, you say:
- You admit you can't know, you don't know everything
- You value the experience and knowledge of others
- You are open to learning and development
- You care more about the goal than your ego
Summary: The way of modern leadership
Modern driving is not easy, but there are principles that can help you navigate this complex world. Optimism, infinite thinking, humility, collaboration and a people-centred approach are all essential elements.
Remember: leadership is a learnable skill. If you feel you are facing challenges in your leadership role, you are not alone. All great leaders are constantly learning and evolving.
If you would like to learn more about how to apply these principles to your own leadership practice, or if you need support on your development journey, don't hesitate to ask for help. It's not a weakness - it's the secret of the greatest leaders.
The modern world presents complex challenges, but with the right approach and support, every leader can make a positive difference to their organisation and the world.
If you're interested in how you can further develop your leadership skills, or if you'd like personalised support to help you solve your leadership challenges, discover our coaching services. Every great leader has an experienced coach behind them - maybe it's time you found yours.
