Leadership Agility: People First
During a recent Leadership programme delivered in Munich to leaders from across Europe one theme from many drew especially strong engagement. The topic of leadership being about putting people before processes during periods of stress and challenge.
The following is an expansion on a recent LinkedIn Post.
People Before Processes:
The Leadership Imperative in a Changing World
Whether it’s responding to the rapid pace of technological change, meeting the evolving expectations of a new generation of workers and clients, or navigating the complexities of global uncertainty, of which there is no shortage, the pressures on leadership to remain adaptable and agile have never been greater.
In times like these, one theme consistently stands out across conversations with forward-thinking leaders, strategy workshops, and organisational development programmes: the enduring importance of putting people before processes.
The Case for Human-Centred Leadership
Leadership today does not exist in a vacuum. It operates in environments shaped by digital disruption, geopolitical instability, regulatory flux, and rising societal expectations. The World Economic Forum (2023) highlights agility, resilience, and emotional intelligence as top leadership traits required for the future of work. These are deeply human competencies, not mechanical ones.
Yet, under the weight of expectations, it can be all too easy for leaders to focus on deliverables, compliance, and systems at the expense of connection, empathy, and presence.
"One of the criticisms of many change programmes is that they are process-driven, not people-focused. And when people feel like they’re not being heard or seen, resistance increases," notes Dr. Linda Holbeche, author of The Agile Organization (2018).
Stress, Systems, and the Default Mode
In high-pressure environments, defaulting to existing systems and processes can seem like the safest route. These frameworks offer structure and predictability, but often at the cost of flexibility. The trouble is, systems don’t always evolve with the changing landscape. What worked yesterday may no longer serve the needs of today’s workforce or reflect the organisation’s true values.
Harvard Business Review has warned that "process can become the enemy of performance when it is allowed to override human judgement and context" (HBR, 2016). The implication is clear: process should support people, not suppress them.
Humanity in Leadership
Human-centred leadership isn’t soft, it’s strategic. Research from Gallup (2022) shows that organisations with highly engaged workforces are 21% more profitable. And engagement, Gallup asserts, is driven most powerfully by leaders who connect with people on a human level, who ask questions, listen actively, show vulnerability, and build trust.
When people feel heard and valued, they’re more likely to innovate, collaborate, and commit. Conversely, when systems override empathy and connection, it creates friction, reducing performance, engagement, wellbeing, and ultimately, retention.
Put simply: a system that doesn’t do its job becomes a point of organisational drag.
The Balancing Act
Leadership today is a complex balance. Systems and processes are important, they create consistency, manage risk, and support scale. But they must serve the purpose of enabling people to do their best work.
"If you design a system for control, you will get compliance. If you design it for people, you will get commitment," says Simon Sinek, author of Leaders Eat Last (2014). And in a world where agility and creativity are core to success, commitment trumps compliance every time.
Final Thought
In the face of so many competing demands, it’s tempting for leaders to become reactive, to lean harder on systems, to prioritise efficiency over empathy. But real leadership means holding the line on humanity. It means remembering that people are not just part of the process, they are the process.
By putting people first, we don’t just weather complexity, we build the capacity to thrive within it.