Reinvention: New Leadership Skill CEOs Can’t Ignore
In 2025, the pace of markets, technology, and expectations means the old playbooks for “managing change” are obsolete. According to Headspring’s faculty, what leaders need today is reinvention – led with clarity, anchored in purpose, and built around people.
Change is not a project, it’s a constant
“Business is no longer about isolated change projects,” says Headspring associate faculty Peter Fisk, a business strategist and author of The Reinvention Playbook. “It’s about many changes happening all the time, connected, continuous, and designed with clarity.”
Fisk argues that the idea of a “new normal” is a myth. Markets are moving too quickly. Instead, businesses must stop treating change as a phase and start designing organisations that adapt continuously.
The most resilient companies today weave transformation into their identity. Strategy, structure, innovation, and people are connected into one dynamic system.
Understand before you lead
“Resistance often comes from personal reasons, not logic,” says Mark Fritz. “To lead well, you must understand the ‘why’ behind people’s reactions.”
Rather than wasting energy persuading those who remain neutral, Fritz suggests building momentum with those already leaning positive. “Neutral means no energy. Focus where the energy is.”
For Fritz, the equation is simple: clarity, energy, and action. With the right leaders in place, transformation accelerates. Without them, it stalls.
Culture is the foundation
“Top-down change often fails because it ignores company culture,” explains Vlatka Hlupic, creator of The Management Shift.
Too many leaders remain stuck at Level 3 of the Five-Level Management Shift framework. At Level 1, the culture is toxic. At Level 2, people do the bare minimum just to get paid. Level 3 is defined by a command-and-control mindset – leading to low engagement and resistance to change.
In contrast, Level 4 cultures thrive on collaboration, trust, and a shared sense of purpose.
“The most successful transformations happen when leaders involve employees early, show empathy, and communicate with clarity,” Hlupic says. Culture, far from being a soft concept, is the foundation of sustainable transformation.
Every transformation needs a story
“Leaders underestimate how important a clear story is,” says Barney Quinn, transformation advisor.
Facts alone don’t change behaviour. A compelling story helps people feel safe, see urgency, and believe in the future. “If your team doesn’t understand the story, they’ll keep doing what they’ve always done,” Quinn warns.
A strong narrative doesn’t just explain change—it connects logic with emotion. It gives clarity to complexity.
key points for leaders dealing with change :
In a world of constant reinvention, what distinguishes effective leaders?
- Think in terms of reinvention, not just change – Build organisations designed to adapt continuously.
- Prioritise people – Understand personal motivations. Create trust and psychological safety.
- Strengthen culture – Shift from control to collaboration and co-creation.
- Communicate with clarity – Craft simple, powerful narratives that engage hearts and minds.
How a Global Energy Company is Developing Leaders to Deal with Change
As Iberdrola advances its global green-transition strategy, it recognised that meeting ambitious sustainability goals required more than technical expertise. It demanded a new kind of leadership.
Through the EVOLVE Programme, designed in collaboration with Headspring, leaders across regions spent five months tackling real strategic challenges linked to the company’s transformation agenda. Participants learned to turn sustainability targets into actionable strategy, foster collaboration across borders, and communicate change with conviction and clarity.
The result is a growing community of leaders equipped to guide Iberdrola through continuous reinvention, where change is not a disruption to manage, but a constant opportunity to lead.
