The certifications come from Great Place To Work®, an organization that focuses on workplace culture, employee experience, and leadership behaviors. The certification process recognizes companies as employee-validated great workplaces.

The organization is the global authority on assisting companies with improving their internal culture and recognizes several companies per year based on research methodology and employee feedback. More than 10,000 companies across 60 countries apply for the Great Place to Work certification annually.

A survey is used to gauge employee experience based on trust between leaders and their teams, opportunity for development, and fair treatment among all employees.

CCL Singapore and CCL India are thrilled to have received this designation, as we are dedicated to building a positive and harmonious work culture. It’s a testament to the effort and hard work team members have put into shaping the organizational culture and creating a positive experience for our employees worldwide.

More information can be found on CCL Singapore and CCL India Great Place To Work profiles.

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Through our ongoing partnership with the International Leadership Association (ILA), CCL has been engaging deeply with these questions — bringing together C-suite leaders, senior government officials, and scholars from around the world. One thing is clear: Leadership as we’ve known it is being stretched. Traditional models are proving insufficient in the face of cascading crises, and organizations are searching for more adaptive, collaborative, and purpose-driven ways forward.

At the heart of this global dialogue is a new imperative — to move beyond static capabilities and develop the kinds of mindsets and methods that help leaders not only survive disruption but adapt and transform through it. As we heard in our Future of Global Leadership Summit in Singapore, today’s most effective leaders are those willing to reframe disruption as opportunity, challenge legacy assumptions, and lean into complexity with humility, confidence, and curiosity.

The future of leadership isn’t about knowing all the answers; it’s about asking better questions, fostering shared understanding, and creating space for others to contribute. Here, we explore 4 vital knowledge terrains that can help leaders build resilience, enable foresight, and shape meaningful change in an age of complexity and polycrisis.

Navigating With Agility, Not Control

Leaders today are grappling with unprecedented levels of complexity. They ask the pressing question: Why? Why are we experiencing so much disruption? Why are global developments increasingly unpredictable? Why are business conditions changing so rapidly?

In response, many leaders find themselves falling into analysis paralysis or wait-and-see mode. Others default into assigning blame and retreating to protect themselves and their team from the unknowns. But in a time of polycrisis, these reactions are insufficient. Passivity just doesn’t work. Leadership in disruption today requires more than controlling — it requires active navigation through a volatile landscape.

This is a time when interacting relationships on the ground and globally are generating challenging and unstable behaviors and, sometimes, self-regulating and unpredictable systems. Navigating such systems demands both resilience and new capacities for sensemaking, foresight, and collective action. The future of leadership will not be defined by how much we know, but by how we invest in knowing differently.

Investing in Knowledge: Defining 4 Leadership Terrains 

How can leaders become stronger in uncertainty, better at mitigating risk, and more capable of adapting? A starting point is shifting how and where we invest in knowledge. Four key domains can help leaders focus their energy and develop the agility required to thrive in complexity.

1. Knowing Your Challenges

We may not be able to forecast every crisis, but we must be clear about the challenges we face. Leaders who can distinguish between critical and less-critical challenges make better decisions and allocate resources more effectively.

“When we became involved in distributing COVID-19 vaccines during the pandemic, we helped our leaders manage the downsides while looking for opportunities in the upsides,” John Graham, CEO, Zuellig Pharma, said at our global summit. “The key is finding those opportunities and using them to benefit our people and our organization.”

A practical way to sharpen this clarity is to conduct “challenge mapping” exercises within leadership teams — prioritizing issues not by urgency alone, but by their potential impact and complexity. Scenario planning is another powerful tool that helps teams consider a range of possibilities without being paralyzed by uncertainty. Getting the right balance of positive and negative scenarios is increasingly important.

2. Knowing What Is Possible

Rather than focusing only on what is desirable, leaders need to invest in understanding what is possible. This realism can ground strategy and build credibility with stakeholders. At the same time, leaders need to continuously inspire teams to move beyond limiting beliefs and stretch outside their comfort zone. Really understanding what’s possible, and inspiring others to reach beyond that, requires energy and resilience.

“Leadership is about what’s possible? I thought it was about what’s impossible. Leaders should lead people into what’s impossible,” said Aris Roumpos, Managing Director, Maran Ship Supplies.

Leaders who excel in disruption tend to reframe crises as springboards rather than setbacks. Possibility thinking means using constraints creatively — seeing roadblocks as redirections and adapting strategy accordingly. Possibility thinking creates a bridge between crisis response and meaningful transformation.

In practice, this means experimenting with pilot programs or innovation labs that allow ideas to be tested and refined quickly. Reframing risk as strategic learning — making small bets, measuring results, and scaling only when value and feasibility are proven.

3. Knowing Your Networks

Leadership in a polycrisis context isn’t a solo endeavor. It requires strong teams, diverse partnerships, and including and inclusive engagement.

“Leadership has become more of a team sport,” one executive shared at our Singapore summit. “Finding those opportunities to make a difference.”

Others echoed the need for openness: How many leadership teams are truly open and not closed? How many are curious and not overconfident?

Amidst chaos and uncertainty, many leaders tend to withdraw and concentrate on their teams and themselves. Paradoxically, these are the times when having the right connections in the network is most crucial. Leaders with more of the right connections are proving to be more influential and effective.

Reverse mentoring, multigenerational teams, and cross-cultural coalitions are more than organizational trends — they are necessities for navigating complexity. Building ecosystems of trust — inside and outside of organizations — enables faster, coordinated action.

4. Knowing Your Competence

Finally, leaders need clarity about their own competence and that of their organizations. What skills and capabilities exist? What needs to be developed? Matching strengths to challenges is key to agility.

“As leaders, we need to balance when to make fast decisions and stay true to ourselves. Most importantly, how to keep relationships and trust,” said Dimitris Raptis, former VP of Harley Davidson APAC.

Kevin McDonald, CEO APAC of Credera, added: “Effective leaders are authentic, humble, great coordinators.”

Competency and capabilities in this age are less about technical mastery and more about adaptive capacity and mindsets. Practical strategies include conducting regular leadership capability reviews that look at mindsets in addition to skillsets, and offering heat experiences, which are stretch assignments that encourage learning in unfamiliar and challenging conditions.

Moving Beyond the Unknown

Over centuries, an often-cited obstacle to change is the unknown. Acknowledging the unknown and restating its impact on the effectiveness of leaders has become draining. Instead, leaders should focus on framing uncertainty in actionable ways: asking better questions, investing in systems thinking, and prioritizing clarity of goals and learning.

“Times of crisis are like a game of Mahjong — how do you find order in chaos? We need to peel back what’s truly important, share a common purpose, and focus on promoting unity,” one leader shared. “The key is to bring people together around shared goals and hope.”

In the age of polycrisis, the what and how of leadership are changing. The most effective leaders will be those who embrace adaptation, practice humility, and lead with purpose. In such times leaders feel it appropriate to set clear targets and destinations, but the most effective leaders acknowledge that destinations are rarely stable enough to be achieved — and focus more on being adaptive within a direction of travel towards a destination.

Be Part of What’s Next

As CCL and ILA continue to explore the Future of Global Leadership, you can look forward to an upcoming podcast and regional report series. Add your perspective, share your voice on our upcoming podcast, take part in a research interview, and connect with a global community of leadership thinkers and changemakers. Register now to be part of what’s next and get early access to new roundtable publications.

The post Moving Beyond the Why: 4 Knowledge Shifts for Global Leaders appeared first on CCL.

Executives and senior-level managers need the support of a coach who can help them filter through noise and make clear decisions — especially in times of change and disruption. They need guidance as they transform their organizations to meet a “new world of work” that’s increasingly digital, agile, and future-fluent.

Transformation does not respond to traditional project management methodologies. But it does respond to coaching. How will coaching adapt to meet new digital and strategic organization-wide challenges?

What You’ll Learn

In this webinar, you’ll learn:

• Buyers’ top considerations as they match corporate coaches with senior leaders
• Why specialized coaches are required to distill relevant research and industry trends
• The difference between a coach and a mentor — and the reason senior leaders need both
• How data fits into the coaching agenda to help leaders solve unprecedented challenges and adapt to the future of coaching

Don’t miss this opportunity to learn more about how helping leaders and organizations solve tomorrow’s challenges is tied directly to shifts in the talent development landscape and the future of coaching.

Our leadership coaching solutions create self-awareness, provide critical challenge and support, and can help drive transformational change in your organization. 

The post The Future of Coaching: How to Achieve Organizational Transformation and Business Impact appeared first on CCL.