We spend most of our waking hours at work. That’s far too much life to live with only half of who we are. It’s time to retire the idea that being ‘yourself’ at work is risky. The real risk is pretending for so long that you forget who that self really is.Somewhere along the line, we absorbed the idea that professionalism requires performance. Over time, this creates a quiet divide in our identity.We present one face to colleagues, another to friends and family.

Strategy sets out the end goals. Every activity, no matter how large or small, must work towards those. And if some inevitable firefighting is needed along the way it should be addressed as part of that journey. Not as a separate action point. Another reason why there’s so much tactical activity at the expense of sticking to a longer-term strategy is the temptation to chase the data.

To retain people in 2025, we must stop confusing presence with participation. Leaders and their HR departments need to stop relying on reactive retention strategies like knee-jerk counter-offers, perks, or vague new job titles - and start building cultures where people want to stay. That begins with treating engagement not as an HR initiative, but as everyone’s responsibility. Attracting new members, requires little effort.

Today’s most forward-thinking organisations are dismantling the ladder in favour of something more flexible. The most progressive companies are building tools to map skills, identify growth areas, and match people with opportunities. They invest in upskilling and mentoring to make internal transitions realistic, not aspirational In 2025, the broken career ladder is a symbol of a bygone era.