Across the UK, business leaders are navigating a marketplace full of uncertainty. From inflationary pressures and supply chain issues to the knock-on effects of geopolitical disruption, the current economic environment is volatile and for some, confidence is fragile. In my work as a trainer and business coach I speak to leaders across a range of industries, from construction and logistics to professional services and tech.

A common theme has emerged: leaders are carrying almost the entire burden of stress and responsibility while many team members appear more focused on their own rights and rewards than on their role in the collective effort.

As we return to work and clear away the clutter of Christmas, there is something symbolic about turning the calendar from one year to the next. It is a time of renewal when we reflect back on the year just gone, what we achieved, what mistakes we made, and what we got right.

I recently attended a business conference and heard a variety of business owners and leaders saying how challenging it is at the moment. What is interesting is it was not always about the economy or their sector being slow or there being no growth, but more about securing funding for the growth or getting enough of the right talent to make their plans happen.

I find this time of year a great opportunity to reflect on how the year has gone in my business and for me personally, noting achievements, successes and proud moments. It is also a good time to reflect on what could have been done differently as learning and “tweaking” is how we change things for the better.

Every day it feels like there’s another article about the challenges for both employers and employees as they navigate the sensitivities of hybrid working alongside the risks of quiet quitting in the workplace. The rumblings of disquiet are set against the backdrop of unemployment rates at their lowest since 1974, as well as a record number of workers dropping out of the jobs market altogether.