We stopped talking about leadership as something separate from business and instead started talking about leadership as strategy execution – the ability to effectively make choices, allocate resources fluidly, and build followership that drives true business impact.

Leaders embraced tensions and saw paradoxes as potential to be unleashed – refusing to default to simple either/or choices, and recognising that navigating tensions creatively and efficiently is what transformation is made of.

We treated uncertainty as an invitation for curiosity and creativity. Instead of reaching for past solutions that no longer work, we'd experiment with new approaches to learn and find new ways forward.