Your leaders have done the training. They know about trust, feedback, delegation and leading through change. So why, when transformation actually hits, do old habits come roaring back?

The problem may not be your leadership development. It may be that leading transformation requires a very different kind of development — one where the work itself becomes the classroom.

When people resist change, leaders often assume the answer is better communication, more resilience or clearer priorities.

But what if resistance is actually a rational response to the way the organisation works? Instead of asking how to get people on board, it may be more useful to ask what their resistance is trying to tell you.

We talk about trust as something between people: can I trust you, and are you willing to trust me?

But there may be a third dimension — our ability to sit with disagreement without rushing to resolve it. In a world of more polarised opinions and fewer obvious right answers, that may be the form of trust leaders need most.