Event Recap | The New Leadership Paradigm: Powering Change for Rapid Growth

Caroline Werner offered a critical insight: “We can do a lot of things—but if they don’t resonate with the business, they don’t matter.” As a people leader, she emphasized that talent strategy must be embedded in business strategy.

That means HR leaders listening in on customer calls, understanding investor expectations, and choosing fewer, better-aligned initiatives. “Pick one or two things, do them well, and connect them across the employee experience.”

Jonathan echoed this sentiment during a recent price increase that initially rattled his team. Rather than issuing a directive, he started a “teaching roadshow” to win support. “If they understand the why, they’re more likely to drive the how.”

Across the board, our panelists agreed: soft skills are the edge your leaders need now—but without taking their sights off driving productivity.

Matt shared his personal criteria for identifying next-generation leaders:

As the pace of change accelerates, culture has emerged not as a side consideration, but as a competitive advantage.

Matt shared how culture begins with alignment on mission and vision, but flourishes through authenticity, openness, and shared celebration. “Create safe spaces where people can challenge status quo. Celebrate the small wins—and the fast fails.”

Jonathan stressed the importance of metrics in maintaining focus. At Dell, where he previously worked, “we measured everything,” which helped keep teams aligned. He applies the same principle now: choose a few key metrics, integrate them into performance plans, and reinforce them daily.

Importantly, he reminded us: “Not everyone will make the cultural shift. As a leader, it’s your job to make hard calls to preserve the mission.”

Perhaps the most resonant moment came when panelists reflected on how their own leadership styles have evolved.

Caroline admitted, “I used to care about everything. Now, I’ve learned to care strategically. If you care about everything, you dilute your influence.”

Matt, trained in a command-and-control model from military college, has embraced vulnerability. “I now say, ‘I don’t know, but I care enough to figure it out.’ That kind of honesty builds trust.”

Jonathan’s shift was letting go of control and stepping into a support role. “My job isn’t to solve every problem. It’s to develop people who can—and empower them to act.”

The closing messages from our panelists were powerful: