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

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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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What does it really take to build a work culture where employees genuinely belong and perform at their best? The conversation with Megan Carter - Head of People at Blenheim Palace and Pye Homes - clears away the gloss and gets down to the essentials.

Even when joining an organisation with positive foundations, it’s easy for teams to fall into silos or lose sight of shared purpose. The solution, as Megan points out, lies in clear values and a lived approach to leadership. It’s not about a strategy sitting idle, but about the everyday behaviours, especially from leaders, that help people feel heard and valued.

A high-performing workforce is sustained by fostering human connections, regular feedback, and authentic listening. I loved hearing about their ‘You said - we did’ process, which isn’t just an HR tick-box exercise, but an ongoing cycle of feedback and collective action. Their very low staff turnover and positive atmosphere are the results of intentional engagement, employee forums, and a culture where everyone’s voice matters.

It isn’t hierarchical; it’s approachable, personal, and rooted in day-to-day interactions - remembering names, checking in with genuine concern, and encouraging emotional intelligence. The three pillars - Grow, Give, and Belong - run through everything they do, helping ensure that everyone’s potential is supported, community connections are strong, and each person feels they matter.

Too often, people talk about work culture as a set of slogans or initiatives, but as Megan shared, it’s the little things - regular check-ins, supporting managers, empowering employees to solve problems together - that add up to a thriving, resilient workforce.

If you’re a leader or manager, don’t shy away from honest feedback, keep role modelling the behaviours you want to see, and remember: sustainable success is always collective. When your people thrive, so does your business.

Megan Carter is a People Director dedicated to shaping positive working environments and fostering strong, inclusive cultures that drive innovation and inclusivity. She prioritises wellbeing and personal growth for organisational success.

LinkedIn:

Megan Carter

Blenheim Palace

Pye Homes

Insight to Action Building a Culture of Belonging and Excellence - Downloadable Resource

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The Emotional Needs Audit (itstimeforchange.co.uk)

Tomorrow's Workplace - Building workplaces around employee emotional needs (itstimeforchange.co.uk)

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