Insights
Collectively we have over 80 years of commercial experience, which brings a deep understanding and relativity that enables us to understand our clients, their work environment and the challenges they are facing.
What does it take to be future fit as a CEO?
According to McKinsey's latest research, the answer lies not in sharper strategy or faster execution, but in a fundamental shift in how leaders see their role. Based on in-depth conversations with over 200 global CEOs, the report offers a perspective on what distinguishes those who are successfully navigating this moment of complexity and change.
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The article surfaces three themes that we see reflected often in our coaching work with CEOs and senior leaders at Ambetus:
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1. Rethinking leadership: from commander to catalyst
The CEOs who are thriving are those who are actively letting go of old paradigms, moving away from control and certainty, and instead focusing on creating the conditions for adaptability, alignment and long-term value. They see their role less as “solving everything” and more about shaping culture, setting pace, and making space for others to lead.
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2. Making five key mindset shifts
McKinsey outlines five shifts that seem to mark the turning point in how CEOs lead. These include:
– From delivering quarterly results to shaping long-term system value
– From reactive firefighting to proactive future-shaping
– From being the smartest in the room to elevating the collective intelligence
– From leading for shareholders to leading with purpose
– From “heroic leader” to steward of sustained impact
These aren’t just theoretical changes, they require a personal shift in how CEOs think, show up and use their time and energy.
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3. Doing the work behind the work
One of the most powerful points in the article is how candid many CEOs were about what actually enables these shifts. The key ingredients?
– Protected time for reflection and strategic thought
– Trusted sounding boards (coaches, mentors, chairs)
– A willingness to let go of legacy habits, outdated narratives, and solo problem-solving
The article’s reflections mirror a lot of the real-world coaching work we do at Ambetus, helping leaders lead from a more deliberate, centred place, and supporting them through the messy, human work of transition and transformation. If anything here resonates either in your own role, or in the context of the leaders you support, please do contact us as we'd love to hear more about what you are seeing.
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You can read the full report here:
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“Discovery consists of looking at the same thing as everyone else and thinking something different.”
Albert Szent-Györgyi
In today’s landscape of relentless change, with restructuring, rapid innovation, and unrelenting pace, leadership can feel more isolating than ever. Amid constant change, even the most successful leaders may question their abilities. But true confidence isn’t about having all the answers, it’s about staying composed, making informed decisions, and adapting with agility during pivotal transitions. Great leaders think beyond short-term emotional reactions, using uncertainty as a catalyst to reset, challenge assumptions, and develop new strategies. Those who plan for multiple outcomes and foster resilience turn obstacles into opportunities.
Ambetus helps senior leaders navigate complexity by blending commercial pragmatism with emotional intelligence, equipping them with the clarity and resilience to transform uncertainty into opportunity. We often offer leaders creative prompts to deepen reflection during times of uncertainty. Here’s a selection you can use yourself, or with your team.
Creative Questions for Leading Through Change
(designed to:provoke deep reflection, challenge assumptions, encourage strategic thinking, support emotional intelligence and promote adaptability)
Personal Leadership Reflection - Self-Awareness Questions
• Am I consciously embracing this change, or quietly resisting it?
• What are my own fears and assumptions about this transition?
• How can I model adaptability and resilience for my team?
• What personal growth opportunities exist within this challenge?
Organisational Strategy Questions - Strategic Alignment
• How does this change align with our core mission and values?
• What potential unintended consequences could emerge from this transition?
• Are we changing for meaningful reasons, or just for the sake of change?
• What capabilities do we need to develop to successfully implement this change?
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Team Dynamics Questions - Team Readiness and Support
• How are team members emotionally processing this change?
• Who are my natural change champions, and who might need additional support?
• What communication strategy will help team members feel informed and valued?
• How can we create psychological safety during this transition?
Operational Considerations - Practical Implementation
• What specific metrics will help us track the progress of this change?
• What contingency plans do we have if our initial approach doesn't work?
• How can we create small, quick wins to build momentum?
• What resources do we need to successfully navigate this transition?
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Future-Oriented Questions - Long-Term Perspective
• How might this change position us differently in our market or industry?
• What emerging opportunities could this change reveal?
• How can we remain flexible and continue learning through this process?
• What new mindsets or skills will define success in the next chapter?
If you're navigating big shifts, personally or organisationally, and would value a sounding board, feel free to get in touch or share this with someone who might find it useful.
