High performing teams aren’t just about more tools or faster processes. What really sets them apart as we look to 2026 is how they create and sustain performance - not simply by working harder, but by rethinking the way they lead and work together.

I’m noticing a clear pattern across organisations: people are working flat out, yet performance feels fragile and easily disrupted. Decision making can be slower, energy is slipping, and many leaders admit to feeling under pressure to have all the answers. The challenge isn’t a lack of talent or drive, but rather that our default models of leadership and management don’t always fit the pace and complexity we face today.

It’s time to let go of what I call “zombie leadership” - outdated habits and models built on constant urgency, control and the relentless need for answers. Instead, the teams that are thriving are those where leaders do less, but do it intentionally. They create space for thinking, learning, and genuine contribution. They focus less on output in the short-term, and more on clarity - quality over busyness.

This shift isn’t always comfortable, especially if your identity as a manager or leader has been based on having the answers. But asking better questions, building real pauses into conversations, and protecting your team’s energy pays off in resilience, judgement, and creativity.

Our focus has to be on work cultures where wellbeing and high performance aren’t separate goals, but interdependent. Sustainable success comes from leading differently, not pushing harder. If you’re ready to step back, prioritise space, and foster genuine high performance in your organisation, there are some simple but impactful actions you can take - fewer, better meetings, smarter decision making, and actively managing energy.

What would happen if doing less became your greatest leadership strength? If you want the support to make that shift, you know where to find me.

Download the free resource: Insight to Action: Sustainable High Performance in 2026: What Teams Need to Do Differently

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The 5 Unseen People Challenges Leaders Must Face in 2026

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As we approach a new year, I’m urging leaders and managers to pause and reflect - it’s time for strategic, actionable thinking about how we’ll lead into 2026. Expectations at work have changed, people have changed, and the way organisations respond needs to change too.

I’m sharing the five people challenges that simply can’t be ignored if you want a work culture where employees thrive, not just survive. You'll also hear my suggestions about where to start for each challenge to make a real difference for the year ahead.

The reality facing us? Emotional exhaustion is everywhere, often hidden behind the facade of resilience. High output does not mean high wellbeing - it's all too easy to misinterpret performance and overlook quiet depletion within teams. If left unchecked, this erodes empathy, creativity, and ultimately, results.

I’m seeing manager capability gaps widen, especially as they avoid difficult conversations or rely on tech for easy, yet superficial, solutions. Managers are now the critical link between strategy and reality. They need practical support to become skilled communicators who coach rather than instruct - tackling feedback, boundaries, and emotional intelligence head-on.

With more of us working hybrid or across multiple sites, culture is fragmenting. Belonging, consistency, and trust now hinge on intentional daily habits, observable behaviours, and rituals that build connection, even at a distance. Culture is built moment to moment: in tone, clarity, and follow-through, not slogans on the wall.

The world is also less predictable - dealing with brittleness, anxiety, non-linearity, and incomprehensibility. Thriving teams need to practise flexibility, foster trust, adapt quickly, and ensure shared understanding.

Finally, a warning - there’s often a gulf between what leaders believe is happening and the lived reality for their teams. Listening, curiosity, consistent communication, and small intentional changes matter more than ever.

Ask yourself: Where are the cracks? Where do the opportunities lie for your leadership, your management approach, and your team’s ability to perform at their best? When people thrive, business thrives. Let’s start that journey now.

Download the free resource: Leading in 2026 - The 5 Critical People Challenges and Actions for Thriving, High-Performing Teams

Listen to this episode on YouTube

Download the High Performance Accelerator to increase self-awareness

To reduce the anxiousness experienced in our BANI world, this discussion framework could prove helpful: Tackling Anxiety Collectively: Team Discussion Framework

Explore ways to build resilience: 13 Skills to Build Resilience

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No sidelines. That’s the phrase Gareth Weir digs into as we explore leadership, management, and the connections across our working world. Gareth is the Deputy Ambassador at the British Embassy in Seoul, and he’s just recorded a TEDx talk challenging the myth that it’s enough to stand on the edge and watch the world go by.

Growing up in West Africa with teachers for parents, Gareth’s early experience with diverse cultures shaped his view that we’re all far more connected than we admit. Whether it’s a mobile phone made across continents or the food on our plate, nothing is truly isolated anymore. Gareth believes that real leadership starts with recognising this interdependence and embracing the messiness of reality.

Curiosity, as Gareth sees it, isn’t a soft skill - it’s a strategic tool for managers and teams. Listening loudly and deliberately seeking what’s unsaid shifts conversations from the superficial to the substantial. If we want thriving, high performing teams, we have to ask ourselves: what might I be missing? Creating the space to challenge assumptions and actively invite diverse perspectives should be woven into our workplace governance, not just left to chance.

Gareth also shares why maximum challenge followed by maximum loyalty is at the heart of great decision making. Leaders must signal their intentions, flex their style, and be open about when they’re directing and when they’re co-creating. Building trust, prioritising connection, and respecting the hidden system beneath any organisation are essential to wellbeing, alignment, and lasting influence.

If you’re questioning what it means to be a courageous leader in today’s world - this conversation will help. Connection isn’t just about feeling good; it’s vital for high performance, psychological safety, and tackling the toughest problems together.

Gareth’s reflections on shadowing, co-creation, and practical curiosity offer plenty to take away. For those looking to build work cultures where people thrive, this is not one to skip.

Gareth Weir has worked as an entrepreneur, in the private sector and public sector. He is fortunate to have lived and worked in a range of countries and contexts. Gareth is currently the UK Deputy Ambassador to the Republic of Korea.

LinkedIn: Gareth Weir

Insight to Action: Lead Like a Diplomat: Practical Lessons in Curiosity, Connection & Courage

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The Human Factor Behind High-Performing Teams

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