WFH - Work fails on Humans

You may know WFH as an abbreviation of Work from Home policies, companies had created after the pandemic times. And that is not my focus today. Is about serving the people you lead.

A life of a CEO

CEOs are juggling a multitude of fears. From economic uncertainty to the threat of digital disruption, the challenges are vast.

However, the most effective leaders are those who can not only address these fears head-on but also turn them into opportunities for growth and transformation.

The ability to adapt, innovate, and lead with purpose is more critical than ever in navigating these turbulent times.

CEOs face a variety of pressing concerns as they navigate an increasingly complex business landscape. Here are some of the top fears on CEOs' agendas today:

1. Economic Uncertainty

With ongoing economic volatility, inflation, and unpredictable interest rates, CEOs worry about how to manage costs while maintaining profitability. The fear of an economic downturn or recession continues to loom large, affecting strategic decisions and growth plans.

2. Talent Retention and the Future of Work

The competition for top talent is fierce, and retaining skilled workers in an evolving work environment is a significant challenge. CEOs fear the impact of high turnover, burnout, and shifts toward remote or hybrid work models. Ensuring a strong company culture while offering flexibility is a balancing act that keeps many CEOs awake at night.

3. Digital Disruption and Innovation

The rapid pace of technological change brings both opportunity and risk. CEOs worry about whether their companies are innovating fast enough to stay competitive. Falling behind in digital transformation or being disrupted by more agile startups is a constant concern.

4. Cybersecurity Threats

As businesses become more reliant on technology, cybersecurity risks are a top concern. CEOs fear the financial, legal, and reputational damage that could result from a data breach or cyberattack. Protecting sensitive information while complying with increasing regulatory requirements is a critical priority.

5. Sustainability and ESG (Environmental, Social, and Governance) Pressures

There’s growing pressure from stakeholders, investors, and consumers to prioritize sustainability and corporate social responsibility. CEOs are concerned about meeting ESG targets while balancing financial performance. Failing to deliver on these fronts could lead to reputational harm and loss of trust.

6. Geopolitical Instability

Geopolitical tensions, trade wars, and supply chain disruptions have become more frequent. CEOs worry about how political instability in certain regions, tariffs, and sanctions will impact global operations. The risk of deglobalisation and increased protectionism adds another layer of complexity.

7. Customer Expectations and Market Shifts

Today's customers are more informed and have higher expectations than ever. CEOs fear losing relevance in rapidly shifting markets, where consumer preferences can change quickly. Adapting to new demands, ensuring personalized customer experiences, and fostering brand loyalty are vital to staying ahead.

8. Supply Chain Resilience

Supply chain disruptions, exacerbated by global events such as pandemics or natural disasters, remain a significant concern. CEOs worry about how to build more resilient and sustainable supply chains without incurring excessive costs or compromising efficiency.

9. Regulatory and Legal Compliance

The complexity of regulatory environments continues to grow, especially around issues like data privacy, environmental impact, and labor laws. CEOs are concerned about keeping up with changing regulations and avoiding legal or financial penalties.

10. Long-Term Strategy and Growth

CEOs constantly fear missing out on long-term growth opportunities, particularly in unpredictable markets. There’s a delicate balance between focusing on short-term results and preparing for future success. CEOs worry about making the right strategic moves to position their companies for sustainable growth.

11. Public and Shareholder Scrutiny

With increased transparency and scrutiny from shareholders, boards, and the public, CEOs are under pressure to deliver results while upholding ethical standards. Any misstep—whether in corporate governance, culture, or communication—can lead to significant reputational damage.

12. Mental Health and Well-being

The mental health of employees and even their own well-being is becoming more prominent in the minds of CEOs. The fear of workplace stress, burnout, and disengagement affecting productivity is a key issue, particularly in light of the increased focus on employee welfare and holistic health.

The Real Time a CEO Works: Are You Leading or Being Led by Your Calendar?

As a CEO, how much of your time is spent truly leading? If you break down your workday, it’s likely 30% of your time is spent answering emails, and another 30% is consumed in meetings. That leaves only 40% for everything else—strategizing, reflecting, innovating, and truly engaging with your team. But how effectively are you using that remaining time?

Let’s challenge the way we, as leaders, think about the value of our time.

How Much Value Does Your Time Hold?

Every minute we spend reacting—whether it’s to emails, meetings, or urgent problems—is a minute we’re not spending proactively shaping the future of our organizations.

It’s easy to become a slave to the calendar, but the question is, when do you stop and think?

When was the last time you sat down and really asked yourself:

? Where is my organization going?

? What’s the next big opportunity?

? How can I make space to foster growth and innovation?

Time is a CEO’s most valuable asset. Are we using it to lead our teams toward a vision, or are we simply managing the day-to-day whirlwind?

How Much Time Do You Spend Thinking About the Future?

Vision and strategy don’t emerge in a meeting room or over email. They require deep thinking, space to imagine the future, and the courage to pivot when necessary.

If you’re constantly in reactive mode, when do you create the time to think about where your business is going?

Making time to think isn’t a luxury—it’s a necessity. Leaders who fail to think beyond today risk being left behind tomorrow.

When Do You Engage with Your Team to Understand Their Struggles?

Another critical aspect of leadership is empathy and connection. The more time spent in meetings with external partners or buried in emails, the less time is spent engaging with the people who make your business tick.

When do you take the time to walk the floors, to listen to your teams and understand their struggles?

Leaders need to be accessible, not just to their executive team, but to every level of the organization.

If you’re not actively engaging with your people, how can you expect them to follow your vision?

Inside or Outside the Office: Where Should a CEO Be?

Many CEOs are trapped inside their offices, tackling internal operations, attending meetings, and responding to an endless stream of communications.

While there is value in that, are we spending enough time outside, observing the market, engaging with customers, and exploring new opportunities?

A CEO’s role is not to manage the status quo. It’s to push the boundaries, to be out there seeking inspiration, and to keep an eye on the bigger picture.

When Work Fails Humans: How Leaders Can Serve and Boost Engagement

Work fails humans when it stops being meaningful, when it becomes a source of frustration rather than fulfillment. We’ve all seen it—teams lose motivation, productivity drops, innovation stalls, and the workplace turns into something people dread.

But why does this happen?

The root of the issue often lies in the disconnect between leadership and the workforce.

Work doesn’t fail because people lack talent or drive; it fails because something fundamental is missing—purpose, support, connection. So, what can leaders do about it?

But Why Work Fails?

1. Lack of Purpose

Humans thrive on meaning. When employees don’t understand the “why” behind what they’re doing, work becomes a series of tasks rather than a fulfilling mission. Without a clear sense of purpose, even the most capable employees will eventually disengage.

2. Poor Communication

Miscommunication—or worse, no communication at all—creates confusion. When people don’t have clarity on what’s expected of them, or when leaders fail to provide feedback, productivity drops. This lack of communication leads to errors, frustration, and ultimately, failure.

3. Overwhelm and Burnout

When employees are overloaded with work and lack the resources or time to get it done, they burn out. Burnout doesn’t just affect individual performance—it affects team morale and the entire organization. Exhausted employees can't produce their best work, and they disengage as a result.

4. Disconnected Leadership

When leaders are out of touch with their teams, they miss the warning signs of disengagement. Leadership that doesn’t prioritize people, offer guidance, or empower individuals leads to a toxic work environment. Employees feel unappreciated, unsupported, and ultimately unmotivated.

Leaders Can Serve and Boost Engagement:

1. Lead with Purpose

Employees want to feel connected to a mission. Leaders need to articulate the bigger picture and help their teams understand how their work contributes to that vision. When people see the impact of their efforts, it fosters a sense of ownership and fulfillment. Make your “why” clear, and ensure that every person understands how they fit into that story.

2. Communicate Constantly and Transparently

Engaged teams thrive on open and honest communication. Leaders need to provide clear direction, set expectations, and give consistent feedback. But communication isn’t just about giving instructions—it’s about listening. Take time to understand what your teams are facing, what’s working, and what’s not. Two-way communication is key.

3. Prioritize Well-being

Employees aren’t machines. Leaders who prioritize well-being—both mental and physical—will see higher levels of engagement. This means creating an environment where work-life balance is respected, and employees feel supported in managing their workloads. By reducing overwhelm and offering resources for personal development, leaders can prevent burnout and boost morale.

4. Empower, Don’t Micromanage

When leaders micromanage, they strip employees of their autonomy. People need to feel empowered to take ownership of their work, to make decisions, and to solve problems creatively. Leadership is about trusting your team to deliver while providing the necessary support and guidance.

5. Be Visible and Present

Disconnected leadership is a recipe for disengagement. Leaders need to be accessible—not just through emails or meetings, but by being physically and emotionally present. Walk the floor, have informal conversations, and engage with your people on a human level. When employees see their leaders involved and invested, they feel valued and motivated.

6. Foster a Culture of Recognition

Recognition is a powerful tool for engagement. People want to feel appreciated for their contributions. Leaders should create a culture where achievements—big or small—are acknowledged and celebrated. This not only boosts morale but also creates a sense of belonging and shared success.

Serving, Not Just Leading

The most successful leaders are those who serve their teams. Leadership isn’t about managing tasks—it’s about empowering people. When leaders focus on serving the needs of their employees—providing purpose, support, and recognition—they create an environment where people can thrive.

Ask yourself: Am I serving my team, or are they just serving my agenda?

By shifting the focus from tasks to people, leaders can transform their organizations. They can turn disengagement into engagement, and failure into success. Leadership is about creating the conditions for people to succeed—and when that happens, everyone wins.

The real question is: Are you leading in a way that serves your team and boosts engagement, or are you simply managing the status quo?

It’s time to lead with purpose, listen more, and create a culture that empowers everyone to do their best work.