Uncertainty is the new normal – you don’t need us to tell you that. However, the scale of flux is staggering. Take the Federal Reserve’s World Uncertainty Index – it shows that references to uncertainty in business publications today are twice as high as during the COVID-19 pandemic. 

From a leadership perspective, the knock-on impact is significant. The profile of skills needed by C-level executives and leaders is evolving as the root causes of uncertainty – economic factors, demographic changes, the changing expectations of employees and the impact of artificial intelligence (AI) – continue to rise up the leadership agenda. At the same time, AI, transformation and sustainability are fuelling growth of new boardroom roles. 

However, C-Suite leaders are concerned by their ability to find the required skills, according to research from recruitment firm Robert Half. Its study, Towards the C-Suite 2035, found that the majority of C-suite leaders expect the roles of Chief AI Officer, Chief Technology Transformation Officer and Chief Sustainability Officer to become more important over the next 10 years. Despite the recognition of these emerging roles, 59% of those surveyed expressed concerns around finding suitable leaders for their company. 

Key leadership differentiator: people management

Riaz Shah FCA, a former Partner at EY, now Professor of Practice for Innovation and Leadership at Hult International Business School, will present a session at next month’s ICAEW Annual Conference designed to help members navigate their new leadership priorities.

Shah points to a recent Gallup poll showing UK employees struggling with motivation: just 10% report feeling engaged at work (compared to a 21% global average), and 30% are actively looking to change jobs. “That makes people leadership the standout differentiator,” says Shah. “In a world of AI, economic shifts and rising uncertainty, how well you connect with people really matters.”

Actively listen and be curious

“It’s going to get harder to attract and retain talent,” Shah explains. “Gen Z expects more: meaningful work, flexibility and leaders who genuinely listen. We need to rethink how we lead – and that means being more human, not less.”

Being more human translates to kindness, listening and empathy, Shah says. At a time when the disruptive nature of AI seems to dominate the skills agenda, the human aspects of leadership roles have never been more important, he says. “In the current environment, the best thing you can do is double down on your humanity, not try and compete with AI. The people who thrive are the ones who ask better questions, not the ones who think they have the answers.”

Shah uses a simple exercise in his coaching: “When I sit in on meetings, I tally how often a leader makes a statement versus asks a question. If statements outweigh questions, that’s a red flag. I'm looking for at least twice as many questions as statements. Curiosity beats certainty, confidence and arrogance every time.”

Use body language for leadership impact

Kerri Hollick is an Executive Coach and Leadership Consultant, whose interactive session at the ICAEW Annual Conference will offer helpful pointers on using your presence – your body, voice and physiology – to enhance your leadership impact. “AI offers phenomenal opportunities, but it does mean that rather than just turn up at work, which suggests an element of presenteeism, we have to really show up. People who show up are engaged, are listening, are adding value,” Hollick says.

“Your words are important, but your body is the give away. Over half of all communication is nonverbal. If your body language contradicts what you’re saying, it will take away the value of your message,” she adds.

For finance people, technical skills are a given. But the need to be more curious – demonstrated through ongoing hunger for knowledge and the desire to constantly reskill – is now more important than ever. “A good way of doing that is reverse mentoring with Gen Z employees. And listen to your customers. Moving away from the numbers and being able to tell more human stories is a particularly important thing for us to connect with everybody,” Shah says.

Embrace experimentation

Meanwhile, trying new things and not being afraid to experiment is another killer leadership trait identified by Shah. “As accountants, we’re designed to be risk averse. Experimentation is about the opposite. If you’re willing to try lots of little things, it makes you more adaptable for when big change happens. It’s about being a little bit courageous and trying some stuff.”

Rather than necessarily booking yourself on a training course to rise to the challenge of these new leadership demands, Shah says this is as much about having a different mindset towards leadership. “They are things you can practice in your day to day. Most of them are a choice that you make – for example, to spend more time listening to customers instead of being in front of another spreadsheet.

“I often use ChatGPT as a coach. For example, if you’re about to have a conversation about a fee negotiation, it can help you learn the skill and coach you when you need it, rather than doing a three-day course on negotiation, then afterwards trying to remember what the hell it was.”

Be a role model for authenticity

For leaders, acting as role models for authenticity is key, Hollick says. “We need to see it to be it. Many businesses have values and culture statements, but they’re just words on a page if they aren’t brought to life with action. We must embody the change we want to see – not by imitating past leaders, but by being authentic to our own ideas and beliefs and enabling our emerging leaders to embrace their own style.”

“Why are we going to board meetings and trying to hide what we really think and feel? Because if you do that, you are not innovating. You are stifling creativity and innovation, and reducing psychological safety. Other people see that behaviour and then continue it,” she says.

The starting point for a shift in leadership styles is awareness of your current failings, Hollick says. Transforming a learned business persona is a much harder nut to crack, she admits. “For some leaders, it might be about encouraging emerging leaders to turn up in a way that’s right for them and highlighting behaviours that they might not be aware of that are holding them back.” 

The ICAEW Annual Conference 2025 will take place on 17 October in Central London. Sessions will help attendees understand how they can balance technological advancements with human insight, advancing climate goals and inspirational leadership to thrive. Find out more and book your place.