by Jeffrey Beeson, founder of Ensemble Enabler and author of “Network Leadership: Promoting a Healthier World through the Power of Networks”
Imagine waking up one morning and realizing that the entire way you’ve worked and interacted with others is no longer valid. The systems, tools, and habits you relied on have suddenly been rendered obsolete. That’s exactly what happened to me during the pandemic. Disruption wasn’t just a buzzword I discussed in leadership workshops — it became the ground beneath my feet, shaking everything I thought I knew about work, connection, and leadership.
A Personal Aha Moment
In 2019, I wrapped up a two-year culture transformation program at a mid-sized automobile parts manufacturer. One key metric stood out: sick leave rates. At one plant, absenteeism had plummeted from 8.3 percent to 2.9 percent, far below the industry average of 5 percent. Yet at other plants, little had changed. Before I could fully analyze why, the pandemic hit.
Overnight, in-person interactions vanished, replaced by endless Zoom calls. Social connections — so essential to both well-being and productivity — were abruptly severed. The world felt disorienting.
Amid the chaos, something truly remarkable caught my attention: remote music-making. People from all over the world, isolated in their homes, began to gather online to create music together. In virtual choirs, individuals sang alone, each in their own space, yet when combined, their voices formed a powerful collective harmony. This experience struck me deeply: even in isolation, the collective was alive. It was a profound example of how networks can thrive and flourish — not despite disconnection, but through it. The individuals, though physically apart, were intricately linked; their contributions building something greater than the sum of their parts.
The message for me was clear: the age of networks had fully arrived.
At the time, I’d already begun delving into network science, and it dawned on me: ALL complex systems — whether ecosystems, the human brain, or organizations — are structured around network patterns.
If networks are the organizing principle of nature, why wouldn’t organizations, as complex systems, follow the same rules?
That was my first major insight: The future of leadership isn’t about managing hierarchies. It’s about activating networks that pulse with energy across an organization.
A Factory Manager’s Transformation
This wasn’t just an abstract concept. I saw it play out in real time at the automobile parts manufacturer.
When we investigated why one plant had such a dramatic drop in sick leave, the answer became clear: stronger personal connections. Employees felt more engaged, collaboration increased, and communication flowed freely. In contrast, at plants where absenteeism remained high, networks hadn’t strengthened in the same way.
The turning point? A shift in leadership. The plant manager, reflecting on his biggest lesson from the culture change program, said: “I realized I didn’t need to have all the answers — and I could admit that openly.”
By stepping away from a directive leadership style and embracing participatory decision-making, he unlocked the flow of energy, information, and trust across the plant. The results? Employees felt more valued, motivation soared, and collaboration thrived — leading to a healthier, more resilient workplace.
Rethinking Organizational Health
This experience led me to a second major insight: If organizations are living networks, their most critical asset isn’t efficiency or productivity — it’s health.
Traditionally, leaders define organizational health through financial metrics or wellness programs. But real organizational health runs much deeper. Based on my experience, truly healthy organizations share three key traits:
1. They are learning organizations.
Like living organisms adapting to their environments, businesses must continuously evolve. From the C-suite to the frontline, curiosity should be ingrained in the culture. When learning stops, adaptability ceases — leaving organizations vulnerable to disruption.
2. They thrive on collaboration and participation.
In nature, symbiosis — cooperation between organisms — drives evolution. The same is true for businesses. While competition has its place, survival in today’s complex world depends on an organization’s ability to collaborate, both internally and externally.
3. They are built on trust and integrity.
Trust is the lifeblood of a healthy organization. Employees, customers, and stakeholders must believe their voices matter and that decisions are made with fairness. Organizations that cultivate trust build stronger networks — and greater resilience.
Leadership as a Champion of Health
The pandemic forced me to reevaluate what leadership is really about. It’s not just about maximizing efficiency or hitting performance targets. It’s about fostering the health of the organization.
Just as a living organism depends on the free flow of energy, organizations thrive when motivation, engagement, and communication move freely. But when silos emerge and information gets blocked, organizational health suffers.
The transformation of the factory manager proved this in action. By embracing openness and relinquishing the need for control, he strengthened internal networks, increased employee engagement, and cultivated a more resilient workplace.
The Future of Leadership
Albert Einstein once said: “We cannot solve our problems with the same thinking we used when we created them.”
Today’s challenges demand a fundamental shift in how we lead. Organizations must move beyond rigid hierarchies and embrace their true nature as living, breathing networks.
The leaders of tomorrow won’t be those who cling to control. They’ll be the ones who foster learning, build trust, and ignite collaboration.
The pandemic was a wake-up call — an invitation to lead differently.
My personal transformation — and that of the factory manager — proves what’s possible when leadership embraces this new reality.
The future of leadership is not about managing structures. It’s about activating networks, championing health, and ensuring organizations don’t just survive, but thrive in an era of continuous disruption.
Jeffrey Beeson has spent decades serving thousands of leaders and leading culture transformation initiatives for multi-national corporations. He is the founder of Ensemble Enabler, fostering agile organizational cultures and advanced leadership. His new book is “Network Leadership: Promoting a Healthier World through the Power of Networks” (Cambridge University Press, Dec. 31, 2024). Learn more at https://networkleadership.