Insights

We hear it everywhere: the world of work is changing. Fast. And it's true.

Whether you're leading an established team or scaling a startup, the question isn't if your workforce will need to evolve—but how fast you can help them do it.

A recent article by Raconteur reminded me of just how important this topic has become. We need to speak candidly about the imperative to upskill and reskill across the organisation,s we lead, particularly in response to AI, automation, and rapidly shifting customer expectations.

But here’s the thing: while these conversations often focus on employees, future-proofing isn’t just about them. It’s about you, the leader. It’s about how you evolve yourself—and how you take your team with you.

Leadership Is No Longer About Just Knowing More

In the past, being a good leader often meant being the most experienced person in the room. The expert. The one with all the answers.

Today, it's more about asking the right questions. And staying curious enough to keep learning, even (especially) when you don’t have all the answers, and being open that you don't.

Leaders aren’t just guiding teams anymore—they're navigating uncharted terrain themselves. That means staying ahead of technology, yes, but also developing the judgement to know when to rely on it, and when to lean on human nuance, ethics, or empathy instead.

I see this a lot in cleantech and the wider energy transition space. AI and digitalisation are playing a rapidly growing role in everything from grid optimisation, solar design and battery monitoring to mobility-as-a-service. But you still need human leadership to make the critical calls—especially when lives, communities, and the planet are on the line.

Skills-First Thinking: Not Just a Buzzword

Embrace a “skills-first” model. That means assessing talent based on what people can do now, and their potential to grow, rather than just what’s on their CV.

It’s a powerful mindset shift, and one that has real implications for how we lead.

In practical terms? It means we need to be better at evaluating skills across our existing teams—and spotting both potential and gaps. AI tools are helping to map and predict future needs, but leadership still requires good old-fashioned human judgement. Knowing who’s likely to thrive in a new role. Who needs development. And yes—who might not be a fit for the next phase.

It also changes how we hire. More and more companies are moving away from rigid job descriptions and towards hiring for adaptability, learning agility, and problem-solving. It’s not always easy—especially in technical roles—but I believe this is where forward-thinking leaders will differentiate themselves.

The (Often Overlooked) Human Side of Upskilling

I like the “70-20-10” learning model—70% experiential, 20% social, and 10% formal training. It reflects what many of us instinctively know: people don’t grow just by sitting in a classroom or watching an online course.

They grow through real-world challenges. Cross-functional projects. Coaching and mentoring. Stretch opportunities.

As leaders, part of our job is to create these environments. To be intentional about growth—not just assuming it will happen because someone is “good” or “smart”.

It also means giving people permission to fail safely. Not recklessly—but with room to experiment and stretch. That kind of culture doesn’t happen by accident. It needs to be modelled from the top and constantly nurtured.

Hiring, Firing, and the Harder Calls

Let’s talk about the tough bit. As roles evolve, some skills and mindsets become obsolete.

Sometimes, no amount of upskilling can bridge that gap. And as leaders, we have to make difficult calls—on restructuring, offboarding, or pivoting entire teams. It’s never easy. But it’s necessary if we’re truly committed to building future-fit organisations.

What matters is how we do it. With transparency. With empathy. And ideally, with support mechanisms to help people transition—whether that’s into another part of the business, or to opportunities elsewhere.

The best leaders I know don't shy away from these decisions—but they also don’t just outsource them to HR. They work with HR but engage directly, they communicate clearly, and they honour the contributions of those affected.

Final Thoughts

The cleantech sector (and business in general) isn’t getting any simpler. We’re juggling funding challenges, evolving tech, regulatory shifts, and AI's speedy evolution, talent shortages—all at once.

So if you’re feeling stretched, you’re not alone.

But the leaders who will thrive in this next chapter are those who take a long view. Those who invest in their own growth, stay curious, and proactively future-proof their teams—not just through hiring, but through a culture of learning, open communication, adaptability, and clear-eyed leadership.

What are you doing to evolve your own leadership skillset? How are you planning for the skills your team will need 1, 3, or 5 years from now? How are you planning your talent strategy? Do you have one? If not, we're here to help.