The CEO role has changed more in the past year than at any point in the previous 25 years.
“This is one of the most testing moments for leaders. I’ve not seen that in 25 years. Today, CEOs face a new challenge: they must simultaneously run their current business, transform it in real time, and build entirely new business models for the future.”
— Mohamed Kande, Global Chairman, PwC (2026)
I believe this quote perfectly captures the leadership crisis we are facing today.
Recently, I delivered a workshop in Morocco for around 90 senior executives on antifragile leadership in times of uncertainty.
While preparing, I researched the latest global studies on leadership and human capital. Some findings were striking.
🔹 The world is changing faster than organisations and people can adapt.
➡️ Only 30% of CEOs are confident about revenue growth over the next 12 months — a five-year low (PwC, 2026).
➡️ One in three employees experienced more than 15 major workplace changes in a single year (Deloitte, 2026).
➡️ 39% of existing skills are expected to change by 2030 (WEF).
Change is no longer a project. It has become a permanent condition of business. And people are exhausted by it.
🔹 We are also facing a crisis of employee engagement and leadership.
➡️ Only 20% of employees worldwide are engaged at work (Gallup, 2026).
➡️ Low engagement costs the global economy approximately $10 trillion annually (Gallup).
➡️ 71% of leaders report increased stress since taking on their current roles (DDI, 2025).
➡️ 54% are concerned about burnout (DDI, 2025).
Meanwhile, organisations are reducing management layers, leaving leaders with more responsibilities, larger teams and less time.
As Gallup puts it: “Leaders have better lives, but worse days.”
Yet another major transformation is underway.
🔹 The more AI advances, the more valuable human leadership capabilities become.
Judgement. Trust. Empathy. Adaptability. Creativity. Influence. The ability to unite people around a shared purpose.
The leader is no longer expected to have all the answers, but to create an environment where people can find them together.
❓ So how can leaders navigate these challenges?
❓ How can they not only remain resilient themselves, but help their teams grow stronger through uncertainty?
Over the past 10 years, I have been designing and delivering leadership development programmes for executives and leadership teams across different countries and industries.
My focus is increasingly on helping leaders move beyond resilience towards antifragility — the ability to learn, adapt and become stronger through disruption.
🌐 You can learn more about my program here: https://yuryzachek.com/leadership-development-program-eng/
📩 If you are interested in an in-person or online leadership development programme for your organisation (delivered in English or Russian), feel free to send me a message.