How future-fit leaders make a difference

The traits of tomorrow’s ideal leader

Earlier research by Odgers Berndtson identified five core qualities—our Five P’s—that equip leaders for success: being purpose-oriented, people-centric, progress-driven, perspective-led and principle-powered. In the following pages, we explain what each of these pillars entails.

Hearing from the next generation

To gain fresh insights, we sat down with Bas van Kesteren, Linn Musters, Philip Padberg, Bettine Tibbe-Westendorp and Brian Timmerman. Their candid reflections illuminate how the new wave of leaders interprets and lives out future-fit leadership.

Is there a perfect future leader?

The Five P’s represent the bedrock of effective, forward-looking leadership. But does that mean there’s a single “perfect” profile, and must every leader embody all five? Linn Musters is clear: “Nobody is perfect, so a flawless leader simply doesn’t exist. What matters is being flawless in your conduct when it counts—by standing up for what you believe in, especially when it challenges the status quo.” She adds, “True leadership shows when you dare to introduce behaviours that may feel new—or even unsettling—to your organisation.”

So if perfection isn’t required, does that mean anyone can lead?

The value of natural leadership

“Either you’re a born leader or you’re not—and that’s perfectly fine,” says Bettine Tibbe-Westendorp. “It’s not a knockout blow, but you can’t sustain a façade of leadership for long. People sense inauthenticity, and it’s exhausting to maintain. Leadership is a craft—you either have the talent or you don’t. Yes, even natural leaders need development, but I don’t believe everyone can lead.”

Brian Timmerman concurs on the importance of innate leadership: “A title alone doesn’t make you a leader. If your team—or your wider network—doesn’t feel it, you’re in for a tough journey,” he explains. “You also need the character to step forward, naturally bring people along and provide genuine direction.”

A leader with vision and leadership skills

As a leader, you set the direction. Whether you call it vision, strategy, purpose or a North Star, most of the leaders we speak to mean the same thing. A future-fit leader must excel in three areas, according to Van Kesteren: “You need to develop a clear vision, communicate it unambiguously and bring people on board.” This aligns with the purpose-oriented pillar of Future Fit leadership—where purpose guides every decision.

Does this mean a leader must always be visionary? “I believe vision is important for a leader, but it doesn’t automatically make you an effective manager,” says Tibbe. “A leader also needs leadership skills, such as the natural ability to persuade and ‘sell’ the vision. The way you present that vision must inspire and resonate,” she explains. “Getting people on board is complex and can take time, but it’s the magic part,” as Van Kesteren puts it.

Ideally, a leader combines both vision and skills. Yet “if you master leadership skills exceptionally well, you’ll surround yourself with visionary people and work together towards that horizon,” Tibbe observes. She adds with a laugh: “If you have vision without leadership skills, you’re in more trouble than if you have leadership skills without vision.”

Daring to assume responsibility

Beyond inspiring and engaging people, a leader must also dare to shoulder responsibility. “If you dare, you can,” says Musters. While a leader need not have all the answers, they must possess the analytical ability to grasp the bigger picture.

“I don’t believe a leader must be the smartest person in the room,” asserts Musters. Echoing this, Timmerman emphasises the value of teamwork and of surrounding yourself with experts. “That includes collaborating with clients and partners—perhaps to create career paths for employees beyond your own organisation,” he explains. This approach exemplifies a perspective-led leader.

Padberg adds that there inevitably comes a moment when someone must make the final call—and all eyes turn to the CEO. “The hard part of being ‘the boss’ is that when it really matters, you are the one in charge. You must be able to handle that responsibility,” he notes.

Has leadership changed over time?

“I believe many aspects of leadership are evergreen,” says Padberg. “But the context in which leaders now operate is tougher, because the world is changing so fast. It’s more dynamic, so leaders must be more flexible.” The heightened complexity demands quicker decision-making and greater adaptability.

Or, as Timmerman puts it: “You have to let go of the old and embrace the new, even if you don’t yet know exactly what that new will be. That requires a willingness to take risks.”

“The fundamentals of leadership are still the same as 30 years ago,” Padberg reflects. “It’s about setting a clear direction for your people, giving them the space to navigate it and helping them succeed.” That remains the essence of future-fit leadership, “even though it’s still not universally practised today,” he adds.

What no longer fits future-fit leadership?

“I’ve been surprised throughout my career to find organisational leaders tucked away in a separate wing, behind closed doors,” notes Musters. Yet visibility is crucial: people must be able to approach their leader. “When I suggested ‘no office’, I had to explain it ten times before it was accepted.”

She also observes that formal introductions within organisations are typically top-down. “I do it differently: I walk around immediately and shake everyone’s hand. That makes a strong first impression and gives you an edge, because many leaders still don’t do it,” she says.

The question is: why not, and what lies behind that reluctance? “If you ask employees how things can improve, you must act on their feedback,” Musters insists. “That can be daunting—and sometimes awkward when you’ve just made a decision with your executive team, only to discover it wasn’t the biggest issue. That can feel uncomfortable.”

What does genuine connection bring you?

“Willingness to change,” says Musters. “The moment there’s real connection and people feel, ‘Hey, this person sees me,’ they’re ready to be completely open.”

Musters cites her longstanding weekly coffee ritual with staff celebrating birthdays. “When I ask, ‘What could I improve for you?’ people invariably share insights about how we could better serve customers and what’s going wrong internally. That connection gives me invaluable feedback—and a genuine rapport with colleagues. When change comes, they follow my lead because they know me, and I listen—unlike someone they’ve never met.”

Bringing people along: connection, purpose and transparency

Timmerman stresses that the ability to connect at every level of the organisation is a vital skill for tomorrow’s leaders. “Not everyone is used to it,” he notes. “An informal coffee with front-line teams can yield surprising results. In my industry, people are our most precious asset. By showing genuine interest, listening and building relationships, you earn trust and can bring people on board with change.”

“Particularly in my generation, people want a cause—they seek purpose. They look for someone to join them on that journey,” he adds. A future-fit leader aligns employees’ personal purpose with the organisation’s mission. “Transparency also boosts trust—so be honest about what’s happening.”

Attracting the right people

Tibbe echoes this in healthcare: “Employees are the organisation’s greatest asset. In a sector suffering staff shortages, your ability to engage the right people is more important than ever. Future generations value being seen, having freedom and autonomy to innovate, and knowing their ideas are heard,” she observes. “It’s no longer just about salary—purpose matters too.”

For Tibbe, authentic connection means not only voicing support but truly empowering staff. This approach exemplifies the people-centric quality of Future Fit leaders, who place genuine relationships and their people at the heart of their leadership.

What role does empathy play in future leadership?

In some industries, genuine interest in employees and empathy are paramount. Yet Van Kesteren observes another trend. “Everything is becoming more data-driven and automated. It’s very easy to measure what’s efficient, what isn’t, and where you add value—that’s the good news,” he explains. “The downside is that in this KPI-focused, rational leadership model, there’s less room for empathy. And that’s the real danger for leaders.”

“You’re already seeing processes replaced by bots and algorithms,” he continues. “That isn’t new. But I believe there will be a point where we go too far, and we’ll find an optimum that reintroduces more humanity. After all, many business processes remain human-driven and require empathy, listening and a broader perspective than what can be measured.” Technological advances are therefore reshaping the essence of future leadership.

Agility and resilience are essential

In a world of accelerating technological advances and ever-present artificial intelligence, leaders must evolve at pace. “The skills you need to succeed will only develop faster,” says Padberg.

This often demands an entirely new skill set. “A future-fit leader must be adaptive, but also able to support their people through change,” he explains. “To me, a leader is someone who makes others successful—so you must know enough yourself to guide your team.”

Rapidly upskilling requires agility, resilience and a readiness to change—qualities that define progress-driven leaders as future-fit. While some grasp new competencies more easily than others, Padberg sums it up neatly: “The greatest challenge for tomorrow’s leaders is continually reinventing themselves.”

Decision-making in a complex landscape

“When leading a large business, decisions are primarily data-driven,” notes Van Kesteren. “Yet much value still resides in what cannot be measured.” Timmerman adds, “At today’s speed of change, you don’t always have time to analyse everything in minute detail. You must collaborate more to keep up, and simultaneously make choices based on instinct.” Musters concurs: “You need the courage to trust your gut, even if you can’t always justify it fully with logic.”

“The volume of information informing your decisions is ever greater,” Padberg observes. “Intuition is invaluable for interpersonal interaction, teams and culture. However, relying too heavily on pattern recognition—what we’ve consciously learned—can be risky, as the relevance of past patterns diminishes in rapidly shifting contexts.” Continuous learning and new insights are therefore imperative.

A future-fit leader understands themselves

How does a leader ensure they remain future-fit? Consistently, our conversations reveal that tomorrow’s leader is deeply reflective. This aligns with the principle-powered profile: through vulnerability, they heighten self-awareness and respond adeptly to emerging situations. “You must consciously carve out time for reflection,” says Musters. “You need trusted people around you who can hold up a mirror,” adds Timmerman.

Home support plays a vital role for many leaders, as do coaches, friends or peers. Padberg cautions, “Leaders often receive plenty of rational support from peers, but what they really need at critical moments is emotional backing. I hope those taking on such professional challenges have that home-front support.”

One question remains: could future leaders benefit from formally engaging an external confidant dedicated solely to their support? A fitting thought with which to conclude.

Our sincere thanks to the Future-Fit leaders who generously shared their insights for this article.

In conclusion

Future-fit leadership demands agility, inspirational guidance and genuine connection. A Future Fit leader is unafraid to take risks, fosters innovation and embraces flexibility in an ever-changing world.

The Five P’s—purpose-oriented, people-centric, progress-driven, perspective-led and principle-powered—form the bedrock of this approach. A leader who blends these core qualities with the courage to let go of the old and welcome the new not only makes an impact but also builds sustainable, people-focused organisations.

The future may be unpredictable, but one thing is certain: those leaders who continue to evolve and adapt are the ones who truly make a difference.

Are you future fit?

Curious how Future Fit you are as a leader? Or interested in developing Future Fit leadership? Get in touch with Ed van der Sande or Sebijn Bunt.