Make A Difference Media

Business is not perfect. But it is essential. That is how the Institute of Directors frames the role of enterprise in society: business thrives when leaders think long-term and act for the many, driving jobs, investment and innovation that sustain resilient societies. So here is the uncomfortable question for CEOs: if business is essential to a resilient society, why are so many workplaces still designed in ways that deplete the very humans they depend on? This is the leadership blind spot.

Most people aged over 55 still intend to pass on their wealth through inheritance after they die, despite many having witnessed family disputes over inheritance, according to new research from wealth management and employee benefits firm Mattioli Woods. The research, conducted by YouGov for UK wealth management and employee benefits firm Mattioli Woods, found that passing assets on through an estate remains the preferred approach for most over-55s.

Employers have long struggled to navigate a fragmented mental health support landscape, with digital wellbeing tools, Employee Assistance Programmes (EAPs), psychological therapies and clinical services often operating in isolation.

Another spell of hot weather has reignited debate over how employers should protect workers during periods of extreme heat, with health and safety experts urging organisations not to wait for changes in legislation before taking action. While there is currently no statutory maximum workplace temperature in the UK, employers are required to provide a reasonable working environment and have a duty to manage foreseeable health and safety risks.

Climate change is transforming the workplace in ways that few organisations would have predicted a decade ago. While much of the conversation has focused on improving energy efficiency and making buildings more resilient, another shift is beginning to emerge. Employers are increasingly having to rethink not just where work happens, but when it happens.

Workplace wellbeing is shifting. Moving from a “nice-to-have” to a driver of key business outcomes. Many employers now understand that poor mental health, stress and burnout damage performance, retention and culture. But for workplace wellbeing to positively impact those outcomes, it needs to be treated strategically. Not as a series of one-off initiatives. That takes someone within the organisation dedicated to workplace wellbeing, with the right experience, skills and knowledge.

Few employers would argue that today’s workplace feels more uncertain than it did five years ago. Economic pressures, geopolitical instability, rapid advances in AI, organisational restructuring and shifting workforce expectations have all combined to create an environment of almost constant change.

What do managers actually need to be good at now? That is the question I keep coming back to when I design leadership programmes. Because the answer is not just “communication” or “people skills” or “being a good manager”. It is much bigger than that. Managers today need emotional intelligence. They need to be able to challenge people properly. They need to give feedback that is honest and useful. They need to create psychological safety without letting standards drop.

Summer should be the easiest time of year to stay active. The longer days, warmer weather, and appealing greenery of the great outdoors naturally encourage movement. But for many employees, activity levels actually go down over summer – despite their best intentions. According to the YouGov ‘Work is Health’ survey commissioned by EGYM Hussle, British employees have a strong desire to stay active, but 70% admit their current work routines actively reinforce a sedentary lifestyle.

Most organisations still define success through a familiar set of metrics: revenue, profit, margin, earnings per share and cash flow. These measures matter, but they share a critical limitation: they tell leaders what has already happened, not what is likely to happen next. A business can be hitting its quarterly numbers and still be hollowing out the very people that it’s future success depends on. The research is now unambiguous.