Published Date: 28th November 2025
Thank you to everyone who joined our recent webinar with Registered Organisational Psychologist Megan Jenkins. This session came at a time when leaders and teams across Aotearoa are working through ongoing uncertainty, heavier workloads and increasing expectations. Megan’s insights about challenges reinforced many of the themes we are seeing across the organisations we partner with, and this discussion could not have been timelier.
The Environment we are Navigating
In my introduction, I spoke about the pressure that continues to sit on leaders. Many are being asked to deliver more, move faster and do so with fewer resources. People across every level are balancing competing demands. This is creating a need for steadier leadership, stronger culture foundations and clearer communication. Megan’s expertise in human behaviour and organisational psychology provided a strong framework to help leaders and individuals understand how to approach this period with confidence so they feel more equipped and resilient to influence the outcome.
The Importance of Self Awareness
Megan began by focusing on self-awareness, and this message resonated strongly with me. Leadership always begins with understanding how we show up. When we recognise our own patterns, reactions and habits, we create the opportunity to lead with intention rather than pressure.
She encouraged attendees to pause and reflect often, especially to support behaviour change. Reflection supports better decisions, calmer responses and more balanced thinking. Megan also reinforced how valuable trusted feedback can be. Many leaders underestimate the impact of small blind spots, and tools like the Johari Window can help clarify those areas. The Emotional Change Journey was another reminder that people move through disruption at different speeds, influenced by both work and life events. Leaders who understand these stages can support their teams with more empathy and patience as well as tailor their support.
What Leaders can take Forward
Throughout the session, Megan highlighted the increasing expectations on leaders. This is something the team at Beyond Recruitment is hearing daily through conversations with senior leaders across New Zealand. People are looking to their managers for clarity, steadiness and connection in a time when they often feel uncertain themselves.
Megan reinforced several leadership behaviours that make a meaningful difference. Leaders should take time to know their people. Listening, practising empathy and scheduling genuine check-ins help teams feel supported and anchored. Clear communication remains one of the most powerful tools leaders have. When people understand the bigger picture and the reasons behind decisions, they feel more confident and engaged.
She encouraged leadership teams to align their messaging. Consistency builds trust. When leaders speak with clarity and a shared purpose, people feel supported even during challenging periods as they understand the greater ‘goal’. Coaching is also essential, including tailoring the approach to different employees. Many employees don’t want to climb the traditional career ladder but still wish to feel capable, valued and motivated. Leaders who invest in conversations that build confidence and openness to change will see stronger performance and engagement in return.
As we listened to Megan speak, what stood out most was her reminder that leadership does not always require more resources. It requires intention, presence and time. Leaders who make space for reflection, alignment and communication will be better positioned to guide their teams through ongoing change.
Building Culture with Purpose
Megan also spoke about culture, which is an area we at Beyond Recruitment are passionate about. Strong cultures do not emerge by accident. They develop through clarity, communication and shared purpose. Leaders should ensure their teams understand the organisation’s direction, how their work contributes and what success looks like. This sense of connection and purpose improves wellbeing, engagement and performance.
She also emphasised the importance of prioritisation. Trying to do everything results in burnout and inconsistency as well as not meeting organisational objectives. Instead, leaders should focus on the initiatives that provide the greatest value. This not only strengthens delivery but protects teams from unnecessary pressure. Consistency in behaviours, communication and decision making helps culture become a stabilising force, not an additional stressor.
Leadership Questions Raised During the Session
The Q&A during the session highlighted the real challenges leaders and teams are facing across New Zealand. Several attendees asked about practical resources and ongoing learning. Megan shared several tools and podcasts that support continued development, which are listed later in this recap.
There were also questions about setting goals. Megan encouraged people to focus on a small number of meaningful goals rather than trying to manage too many at once. Clear, realistic goals that align with personal values and aid actual behaviour change tend to create stronger progress.
Many of the questions centred on leadership behaviour. One attendee asked how leaders can coach someone on mindset without appearing directive. Megan noted that coaching works best when it is collaborative. Asking open questions, drawing out the individual’s ideas and linking conversations to shared outcomes helps people feel supported rather than instructed. It’s also critical to focus on how the person can remain open and positive to the change, including what actions they can take to adopt the change, such as learn a new system or get familiar with a new process.
Another attendee asked how leaders can protect their own energy when supporting teams through difficult periods such as restructures. Megan reinforced the importance of boundaries, clarity around priorities and connection with peers for leaders' own self-care. Leaders also need time to acknowledge their own response to change so they can support their teams effectively. We can’t pour from an empty cup.
There was interest in what defines a good leader. Megan emphasised much of the research from organisational psychology, such as self-awareness, empathy, clarity and consistency. Good leaders understand their people, listen, communicate openly and proactively, and model the behaviours they expect. This is the foundation of trust and performance in any organisation.
Generational dynamics also came up, particularly differences between Gen Z, Millennials and Boomers. While there can be generational differences with technological proficiency, Megan explained that other factors such as unconscious competence, lived experience and preference for variety or advancement impact people’s change adaptiveness. Leaders who take time to understand individual motivators rather than relying on generational assumptions build stronger relationships and are more effective leading people through change.
Two final questions reflected common organisational challenges. One attendee shared that they report to a leader with a command-and-control style who does not buy into these approaches. Megan suggested starting with what sits within your control. Evidence of positive team outcomes, thoughtful conversations and engagement data can help shift leadership perspectives over time.
The last question asked how to know when someone is not willing to change. Megan recognised that this can happen and that the underlying reasons matter. Leaders need to understand what sits behind the resistance and help individuals identify their own goals and mindset. When progress is not possible due to capability or performance, a more structured and timebound approach may be required.
These questions reinforced how important it is for leaders to stay connected to their people, understand the drivers behind behaviour and support change with clarity, consistency and coaching.
Reflection and Action
To close the session, Megan encouraged attendees to note one insight, one achievable goal and one next step with a timeframe. Reflection helps leaders connect their intentions with their actions. A clear next step creates momentum. As a leadership community, these small practices help us maintain direction and progress even when external conditions remain uncertain.
Recommended Resources for Continued Learning
During the Q&A, several attendees asked for additional learning material. Megan shared a selection of recommended podcasts and research that support resilience, leadership, and mindset shifts:
Podcasts
Research & Tools
Culture and leadership insights from the Institute of Organisational Psychology
Organisational psychology resources on empathy, communication and uncertainty
These resources extend many of the concepts discussed in the session.
Final Thoughts
This session reinforced that leadership must be intentional during times of uncertainty. People look to us for clarity, direction and support, and that responsibility requires self-awareness through reflection and intentional development of our own skillset. As leaders, we need to model the behaviours we want to see across our organisations. This includes openness, adaptability, empathy and consistency.
For individuals, resilience grows when we understand ourselves and take small, focussed steps forward. For leaders, resilience grows when we create environments where people feel supported, informed and valued. Megan’s insights offered a clear and practical path for both.
Thank you again to everyone who joined us. Our team at Beyond Recruitment is committed to continuing these conversations and supporting leaders and organisations across New Zealand as we move into the year ahead. Get in touch with our team today.
