Workplace Trends Leaders Need to Watch

Workplace trends influence how organizations hire, develop people, use technology, structure jobs, and compete. The challenge is determining which changes deserve sustained attention and which are generating more discussion than impact.

That distinction matters as organizations face pressure to adapt more quickly. In its 2026 Global Human Capital Trends survey, Deloitte found that seven in ten business leaders consider becoming fast and nimble enough to capitalize on changing business, customer, and market needs their primary competitive strategy for the next three years.

No single development will shape every organization in the same way. To surface consequential changes that may be receiving too little attention, I asked leaders to identify one workplace trend leaders should be paying more attention to and explain why.

Workplace Trends Leaders Should Pay Attention To

Somia Farid Silber, CEO of Edible Brands: One workplace trend leaders should pay more attention to is the growing need for adaptability. Change is no longer something businesses navigate every few years. Teams are constantly responding to new technology, evolving consumer expectations, and new ways of working. That requires leaders to create environments where people are comfortable learning, experimenting, and challenging the way things have always been done. At the same time, adaptability should not mean chasing every new idea. Leaders still have a responsibility to provide a clear vision and help their teams understand where the organization is going and why. Throughout my career, I have seen how important it is to give people that clarity while also empowering them to find better ways to reach the goal. The organizations that can combine a strong sense of purpose with a willingness to evolve will be better prepared for whatever comes next.

Peggy O’Leary, Chief Commercial Officer of CPI: One trend worth watching is the growing need for teams to work across traditional functional lines. Customer expectations can change quickly, and different parts of an organization often see different pieces of that change. Sales may hear one thing, client teams another, and product or operations something else. No single team has the full picture of the customer anymore. The companies that connect those perspectives well are in a better position to see what is changing, understand what customers need, and make smarter decisions about where to focus. I think we’ll continue to see more emphasis on bringing the people closest to customers into the conversations where priorities are set. The faster those insights move across an organization, the easier it is to respond to changing customer needs with a clear view of what matters most.

Tina Vatanka Murphy, CEO of Global Healthcare Exchange: One trend leaders should watch is how much of their people’s day is spent coordinating work: chasing information, reconciling conflicting answers, and following up across teams to move something forward. That effort is easy to miss because committed people find ways to make things work. Over time, their workarounds become part of the job. We celebrate their resourcefulness without asking why so much of it is necessary. In healthcare, where teams are already stretched, that hidden burden takes time and attention away from work that requires their expertise. It also makes it harder for an organization to grow without adding complexity and cost. Leaders should spend more time understanding where that effort goes. Ask people what they repeatedly have to chase, fix, or explain. Look across departmental boundaries, where ownership can become unclear, and information gets lost. Then act on what you learn. Simplify a handoff. Clarify a decision. Remove a step. Use technology where it can reduce the burden. How much people accomplish matters. So does how hard the organization makes it for them to accomplish it. That is a leadership responsibility.

John Betancourt, CEO of Humantelligence and former CMO of Puma: Skills decay. Nobody talks about it, but it’s happening fast. The half-life of a technical skill keeps shrinking, and most companies are still running development plans built for a slower world: annual reviews, a training module once a quarter, maybe a course someone signs up for and never finishes. That pace doesn’t hold up anymore. Leaders need to treat development as something ongoing, woven into the week instead of bolted on once a year. That means real-time feedback, coaching that happens close to the actual work (not in one-off workshop schedules six months from now), managers who are equipped to have those conversations often, not just at review time. The companies that figure this out now are going to have a real edge. The ones that wait are going to spend the next few years playing catch-up on talent they already had but chose not to actively coach and develop.

Seth Yurman, Chief Development Officer of Curiosity Lab: Leaders should be paying more attention to how quickly innovation is becoming collaborative and cross-disciplinary. We are evolving past the days where similar technological development happens in silos around the world. Today, conduits are being built between these silos, and collaboration is starting to produce real and practical advancements. Leaders need to break down existing barriers and create environments where people from different disciplines can work together, experiment, and solve problems. Increasingly, the competitive advantage will not just be having access to the newest technology. It will be having an organization that knows how to bring the right people and partners together to actually use it.

Peter Stenehjem, CEO of First International Bank & Trust: I think leaders should pay closer attention to culture as their organizations grow. Growth is exciting. It creates opportunities, expands capabilities, and allows organizations to serve more people. But growth also places pressure on culture. The larger an organization becomes, the more intentional leaders have to be about preserving what made it successful in the first place. Culture isn’t defined by a mission statement or a set of values on a wall. It’s reflected in how people treat one another, how decisions are made, and how an organization responds during challenging times. Employees want consistency, authenticity, and a clear sense of purpose. As companies grow, maintaining those things requires deliberate leadership. In my experience, organizations that protect their culture while embracing growth are the ones best positioned for long-term success.

Charisse Ranielle Lillie, former Chair and Board Member, Federal Reserve Bank of Philadelphia: One workplace trend is social isolation. Social isolation is impacting the mental health of employees and affecting productivity in some workplaces. Business leaders should have internal and external resources to evaluate how employees are responding to social isolation. The role of intergenerational mentoring should be explored as a potential response to the presence of social isolation in the workplace.

Brian Cute, CEO of the Global Cyber Alliance: Too many still think of cybersecurity as solely an organizational IT issue and not as a human issue. Humans are one of the biggest attack vectors. Attacks are coming mostly via social engineering, where criminals manipulate people into clicking a link, sharing information, sending money, or giving up access to an account. As leaders, we need to recognize that cybersecurity isn’t just about technology. It’s about preparing people to recognize and respond to increasingly sophisticated threats. We all need to identify our most important human and systems vulnerabilities, understand who has access, and put basic safeguards in place. Cybersecurity must be part of the organizational decision-making process at every step. These operational questions are increasingly cybersecurity questions too.

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Adam Mendler

Adam Mendler is a nationally recognized authority on leadership and is the creator and host of Thirty Minute Mentors, where he regularly elicits insights from America’s top CEOs, founders, athletes, celebrities, and political and military leaders. Adam draws upon his unique background and lessons learned from time spent with America’s top leaders in delivering perspective-shifting insights as a leadership keynote speaker to businesses, universities, and non-profit organizations. A Los Angeles native and lifelong Angels fan, Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders.