In an age of rapid digital innovation, it is important not to lose sight of the bedrock of customer experience – people. Fortunately, the emergence of a re-defined style of leadership is ensuring ‘people’ remain front of mind.

As technology such as artificial intelligence (AI) and machine learning becomes ever more pervasive, the most effective leaders will be those who embrace innovation while promoting a culture of empowerment and transparency within their organisations.

Gone are the days of an autocratic style of leadership, where micromanagement was a common issue for employees to navigate. There is a wealth of talent and ideas within most companies and a good leader will know how to unlock this through collaboration and flexibility.

A people-first approach
My focus as a leader is built around a ‘people-first’ approach. To realise this vision I have worked alongside colleagues to devise a strategy that relies on the core values of empowerment and transparency.

My personal leadership style has been shaped by an appetite to learn from those around me. I am a subscriber to the old adage that every day is a new learning experience and it is an outlook that has served me well throughout my career so far.

I’ve been fortunate enough to work for some particularly influential bosses over the years but it would be a mistake to assume that you can only learn from those in charge. Ideas and inspiration can be taken from all levels of an organisation and the leaders who are able to leverage company-wide insights will be those who go on to achieve great things for their business.

Another important virtue in this era of re-defined leadership is that of humility. If you want to be able to learn from those around you, you must first make yourself accessible and approachable. Accepting your knowledge gaps and actively seeking advice is another important aspect of a humble – and ultimately effective – leader.

Having spent a significant portion of my career in the business process outsourcing (BPO) sector, I am well attuned to the game-changing potential of AI and other digital solutions, however, it is ‘people’ that remains at the very core of what all good BPO providers do.

As major employers in regions across the UK, BPO companies onboard hundreds of staff members on a weekly basis and it is the responsibility of organisational leaders to ensure each new member of the team is provided with the best possible training and support to realise their potential and achieve their career aspirations.

I believe a people-first approach is absolutely fundamental in not just promoting a healthy culture within an organisation, but also delivering results to clients.

D&I must be a focus area for progressive leaders
One of the central pillars to a people-first approach is an unwavering commitment to diversity and inclusion (D&I). Indeed, the re-defined leadership model demands that D&I is woven into the very fabric of an organisation.

D&I is something I take incredibly seriously as I have seen first-hand how a robust D&I policy can promote financial growth by channeling the abundance of diverse ideas within various teams.

There are many different strands in terms of D&I, one area that is particularly close to my heart is the empowerment and progression of women within organisations. The best leaders are those who are committed to supporting wider efforts to help provide stepping-stones to female employees around the world. This could be in the form of training to develop corporate skills, or by offering mentoring workshops.

Bigger ESG ambitions
As companies look to fully embrace the re-defined leadership model, more will gradually turn their attention to the various countries and regions where they have a footprint and assess how they may be able to support local communities as part of a broader ESG policy.

Looking at the issue from my own perspective, I can see there is already a lot of good work taking place in pockets across business units. The intention for 2024 and beyond is to develop this into a seamless, global approach.

Don’t slip back into old leadership habits
Of course, shaking off a hierarchical structure in favour of a more progressive leadership model can often be easier said than done. Some companies may find themselves slipping back towards a top-down approach, while others might struggle to strike the right balance between empowering employees and maintaining organisational discipline.

However, those who are disciplined enough to implement a re-defined leadership model can expect to thrive in a culture of partnership and shared responsibility, which will only serve to boost productivity and vastly improve the working lives of employees and leaders alike.