Leadership Opportunities: The surprising upside of workplace disruption

In today’s volatile workplace landscape, disruption has become less an occasional shock and more a constant companion. From AI-led automation to evolving leadership structures and shifting employee expectations, organisations are navigating a tide of transformation that tests resilience, adaptability, and trust. Yet amid this instability lies opportunity — the chance to rethink how people, systems, and culture interact.

Across industries, businesses are grappling with simultaneous pressures. Economic headwinds, digitisation, and workforce change have pushed many to overhaul internal processes, restructure teams, or reimagine customer delivery. The pace of transformation has blurred the line between innovation and exhaustion, leaving employees fatigued by the frequency of change while leaders search for ways to maintain engagement and morale.

But disruption doesn’t always spell dysfunction. For forward-thinking organisations, it offers a window into hidden strengths and a platform to re-establish purpose. How leaders respond in moments of uncertainty — whether through communication, empathy, or empowerment — often determines whether disruption becomes a setback or a stepping stone toward renewal.

“Trust is the core currency of change management — if you don’t have trust, what do you have?”

On a recent NZ market update, Frog Recruitment Principal Consultant Mark Smith was joined by Matthew Adam, Change and Transformation Manager at Wellington City Council, to unpack how disruption, when handled with clarity and empathy, can build stronger, more connected workplaces. Together, they explored how technology, leadership, and human behaviour intersect when organisations face sustained change.

Adam described the two forces driving today’s disruption: the human factors that influence how teams react, and the digital shifts reshaping how work gets done. He outlined how resistance to change, disengagement, and mental fatigue often collide with rapid automation and AI adoption, creating an environment where adaptability and emotional intelligence are as essential as technical skill.

Smith agreed that many New Zealand organisations are still grappling with the pace of transformation. He noted that trust has become the defining measure of leadership success. When employees feel seen and included, disruption becomes less threatening and more purposeful — a theme that underpinned their discussion.

Adam emphasised that for leaders, disruption exposes both weaknesses and opportunities. It can reveal gaps in communication and planning, but it can also highlight where strong leadership can rebuild confidence. Empathy, he noted, is not a soft skill but a strategic one. Leaders who show genuine understanding and care create psychological safety — the foundation of any successful transformation.

He also shared how change champion networks can help sustain morale and ownership. By empowering engaged team members to act as connectors between leadership and their peers, organisations strengthen trust and accelerate adoption. “When employees feel part of the solution,” Adam explained, “change becomes something we create together — not something that’s done to us.”

Generational differences were another key insight. Baby Boomers often prefer hands-on learning and structured workshops, while younger employees favour digital, visual, and on-demand content. Smith observed that the most successful organisations are those blending both approaches, recognising that flexibility in learning style mirrors flexibility in leadership.

Ultimately, both agreed that disruption is inevitable — but distrust is not. When leaders communicate openly, follow through on commitments, and bring people along on the journey, disruption becomes a moment of alignment rather than anxiety. As Smith concluded, transformation done well doesn’t just rebuild systems; it rebuilds confidence.

How can leaders turn workplace disruption into lasting strength?

• Use disruption as a platform to demonstrate authenticity and integrity — how leaders act in uncertain moments defines their credibility
  
• Communicate openly and frequently; even incomplete information helps build psychological safety.
• Frame every change with a clear “why,” connecting organisational goals to employee purpose
  
• Practice strategic empathy by listening before deciding and showing that feedback drives real action.
• Empower employees through change champion networks that create ownership and sustain morale.
• Blend learning approaches to cater for different generations — classroom, video, on-demand and mentoring all have a place.
• Recognise and address change fatigue early through small wins, visible support, and ongoing acknowledgement.
• Reinforce trust through reliability — follow through on promises, stay visible post-launch, and keep communication transparent.
• Celebrate adaptability as a skill; spotlight teams who embrace change to model positive behaviour.
• View disruption as the proving ground of culture — when handled well, it strengthens commitment, not fear.