The future of work - navigating change for quiet leaders
- Rose Ung
- Sep 27, 2025
- 3 min read
A few years ago, the job market was buoyant, governments injected stimulus funding, capital investments to lessen the risk of market downturns, tech hired madly, salaries were leaping, and candidates had too much choice and leverage. Social media boomed with job and finance experts, dispensing their wisdom such as "job hop every two years", "negotiate that pay increase", "expect at least 20% increases every two years", "fake it until you make it". It was compelling and drank like cool aid.
Then the pendulum swung. Rising rates, a funding reset, and cost discipline flipped the balance toward employers. Unstable geopolitical disruptions, macroeconomic shifts, and AI are defining our reality. On the ground, we face generational inequities, a cost of living crisis, a housing crisis, and real limitations with the corporatisation of work.
Currently, it appears that we are witnessing daily reports of significant restructurings, redundancies, and job losses across major retail, banking, university, and government sectors. This isn't solely due to AI, but rather a shift in the future of work, requiring humans and technology to adjust during widespread changes. Similar to the advent of the internet, automobiles, the industrial revolution, and major technological breakthroughs, we must adapt and evolve collectively.
What it means for managers and quiet leaders
Managers are adapting to lead teams during substantial changes as Gen Z redefines leadership and AI takes over roles once considered "entry-level." This younger workforce seeks meaningful work, flexibility, and leadership that ensures psychological safety. They have little tolerance for superficial management and are more interested in building skills-based careers. Notably, they often use AI at work, sometimes outpacing their employers.
The swiftly evolving technological advancements, shifts in workforce composition, and changing attitudes towards work present intriguing challenges for middle management and early career leaders. What occurs when inexperienced individuals depend on technology for routine tasks and have unrealistic expectations about their skills and advancement to lead projects without the necessary experience?
So… what does that mean for you if you’re stepping into
management?
Revise "entry-level" training approaches
Pair graduates with experienced staff on real projects, emphasising decision discussions over just outcomes.
Replace routine administrative tasks with specific, goal-oriented projects like PCG reporting, memos, cost tracking, and program activity reporting.
Let juniors teach AI workflows while seniors share their judgment and stakeholder management skills.
Deliberately foster an environment of psychological safety
In uncertain markets, anxiety can rise. Implement rituals to stabilise the environment, such as weekly "what changed" updates, risk assessments, and a visible decision log.
Protect time for focused work. Celebrate project completions over presentations.
Be open about market conditions. Your team can handle the truth. Clearly explain the situation and its effects on business priorities. Identify trade-offs. If job security can't be assured, promise transparency, fairness, and employability (skills, experiences, references).
Maintain mentorship opportunities - Mentorship doesn't happen in empty inboxes. Organise "over-the-shoulder" reviews on actual work, explain your thought process, and allow juniors to present to stakeholders with your support.
Navigating Change with Quiet Leadership Lab
The Quiet Leadership Lab is designed to assist managers and leaders in navigating change through both theory and practice. Although rapid changes can bring about anxiety and stress, it is our duty to shape the future and its narrative. Our best approach is to educate and prepare ourselves for what lies ahead, equipping both ourselves and our teams to develop and adopt new working styles and embrace the future of work.
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