Sthembiso Phakathi highlights the critical role of leaders as agents of change, stressing that authority alone is not enough. Leaders cannot expect compliance simply because they instruct teams to change. Sustainable transformation requires encouragement and explanation. Employees must understand not only why change is necessary but also how it improves their own work experience.

He notes that when leaders explain benefits only in terms of shareholder value or executive strategy, employees disengage. They may comply in the leader’s presence but will not commit long term. To secure real buy-in, leaders must show how new systems, processes, or technologies reduce effort, save time, or enhance creativity. For example, a digital system might cut a four-hour task down to one and a half hours, freeing time for strategic, creative, and client-focused activities.

Phakathi emphasizes that change initiatives must be framed as enablers for employees—helping them be more agile, innovative, and effective—rather than as top-down corporate directives. Leaders should advocate for change by pointing to employee and team benefits, positioning technology as a tool to eliminate mundane, repetitive tasks while allowing humans to focus on higher-value work.

Speaking from Sun City, Sthembiso Phakathi reflects on a leadership session where he addressed executives on their role as agents of change. He stresses that effective change leadership goes beyond management—it is about championing transformation and embedding long-term cultural success.

He highlights several dynamics. First, communication is vital. Leaders must explain change clearly and consistently, showing employees the personal and collaborative benefits. Second, leaders should focus on adoption by creating supportive environments that encourage employees to embrace new ways of working. Third, they must act as advocates and springboards for change, modeling commitment and providing encouragement. Finally, effective leaders monitor adoption and gather feedback to adjust strategies and sustain progress.

Phakathi concludes by noting that today’s executives face complex landscapes of disruption. Their ability to lead, not just oversee, change is paramount for organizational resilience and long-term growth.

Sthembiso Phakathi explains that organizations are increasingly adopting a skills-based approach to talent. Instead of rigid job descriptions, companies are forming teams around skills, which enhances talent mobility and allows employees to showcase their strengths across functions.

He highlights the importance of leveraging employee data to support better business decisions. By harnessing workforce analytics, leaders can anticipate risks, design equitable outcomes, and align organizational demands with employee purpose. Sthembiso stresses that people bring passions and aspirations into work. When leaders create environments where personal goals intersect with business objectives, value is generated for both sides.

The third trend is the evolving role of the workplace. Offices are no longer just physical spaces for daily work but inputs to productivity. In hybrid models, leaders must intentionally define why employees come into the office whether for collaboration, innovation, or culture-building rather than defaulting to old norms.

Phakathi concludes that these three trends – skills-based teams, data-driven leadership, and intentional hybrid design are essential for leaders who want to build agile, future-ready organizations.