in organizations and which are expected to become more relevant in the future.<\/g> <\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
Leadership is becoming a focus of people development<\/h3>\n
[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]The results of the current report are clear: leadership competencies are at the very top of the agenda in 2026. Especially in economically challenging times marked by uncertainty, efficiency pressure, and constant change, the question becomes central: how can leadership provide orientation without diminishing responsibility and innovative capacity within teams?[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”2_5,3_5″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”2_5″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]The evaluation from the L&D Trend Report 2026 clearly underscores this finding: leadership competencies are by far the most frequently cited topic among respondents. Nearly 40 percent prioritize the development of leadership competencies clearly ahead of AI-related skills, soft skills, or mental health.[\/et_pb_text][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_image src=”https:\/\/troodi.de\/wp-content\/uploads\/2026\/01\/fokusthemen-2026-1.png” title_text=”focus_topics_2026 (1)” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_image src=”https:\/\/troodi.de\/wp-content\/uploads\/2026\/01\/Moderierende_fuehrung_als_Antwort_auf_Unsicherheit_und_Veraenderungsdruck.jpg” title_text=”Facilitative_leadership_as_a_response_to_uncertainty_and_pressure_to_change” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” min_height=”163.8px” custom_padding=”||0px|||” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_margin=”10px||||false|false”]<\/p>\n
As an answer to the question of how organizations can respond to uncertainty, pressure to change, and growing complexity while remaining sustainably capable of action,<\/g> troodi CEO Philip Klasen-Schwidetzki developed the model of facilitative leadership<\/g>. In the interview, he explains why many organizations revert to classic top-down patterns under pressure and how <\/g>facilitative <\/g>leadership can help combine performance and participation.<\/g> <\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” custom_margin=”60px||10px||false|false” custom_padding=”0px|||||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
Philip, the Trend Report makes it clear that many organizations are currently under economic pressure while also having to navigate constant change. In this environment, where do you see the greatest challenge for leaders? <\/strong><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
I experience the greatest challenge as a field of tension: on one hand, economic pressure, performance targets, and efficiency expectations; on the other hand, teams that need orientation. Under this pressure, leadership quickly shifts toward more directives, more control, and more top-down decision-making. This can feel effective short-term but in the long run, people think less for themselves and take on less responsibility. Ultimately, this weakens the team\u2019s capacity for innovation. <\/p>\n
At the same time, leaders themselves are part of this uncertainty \u2013 this becomes clear, for example, when it comes to AI. Many know they need to engage with it, but wait until they feel technically \u201cready,\u201d instead of shaping the learning process together with their team.<\/p>\n
To sum it up, the core challenge is this: providing orientation without slipping into micromanagement. In other words, designing frameworks and processes in a way that allows teams to remain accountable even in times of crisis \u2013 and, to put it bluntly, to truly use \u201ceveryone\u2019s brains.\u201d That requires less of the doer reflex at the top and more of an enabler mindset: someone who steers the process thoughtfully and involves the team in a serious and meaningful way. <\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_margin=”40px||||false|false”]<\/p>\n
The survey shows that leadership topics continue to be among the most frequently requested learning areas. The demand for leadership competencies is therefore high, especially in volatile times. If top-down leadership is not a sustainable solution, what competencies do leaders need in the face of these challenges? <\/strong><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]I believe that focusing solely on the question \u201ctop-down or not?\u201d does not get us very far \u2013 the key issue is what enables leadership to hold this pressure and uncertainty effectively. For me, there are three core competency areas that are particularly relevant in times like these. <\/p>\n
The first is a clear awareness of roles and responsibilities. Under pressure, many leaders slip into the role of the \u201cperson responsible for everything\u201d \u2013 and in doing so, take away exactly the responsibility they actually want to strengthen in their teams. Facilitative leadership, for me, means consciously deciding when I set the framework and direction and when I make space, ask questions, and involve the team in finding solutions. <\/p>\n
The second is process competence: I do not need to have all the answers, but I do need a solid plan to get there \u2013 who is part of it, which steps do we take, and how do we make decisions. When leadership is less about \u201cthe perfect solution\u201d and more about a clearly structured process, teams remain capable of action even when goals or conditions change.
<\/p>\n
And third, it requires concrete facilitation and communication skills: structuring conversations so that everyone has a voice, making decisions visible, setting clear agreements, and asking strong questions instead of immediately judging. That may sound simple, but it is often the difference between meetings where everyone waits for instructions and discussions where real thinking and decision-making take place. It is not about leaders becoming professional facilitators, but about having enough facilitation know-how to provide orientation while at the same time strengthening their team\u2019s ownership and responsibility.[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_margin=”60px||||false|false”]<\/p>\n
Many decision-makers initially worry: \u201cIf I lead in a more facilitative way, we will lose speed and clarity.\u201d How do you respond to this concern \u2013 especially given that organizations are under pressure to become more efficient? <\/strong><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]I hear this concern very often \u2013 and I understand it. If we think of \u201cfacilitation\u201d only as long discussions with lots of participation and colorful sticky notes, it can indeed sound like less speed and less clarity at first. In practice, however, I experience the exact opposite: well-facilitated processes speed up decisions and make them clearer. If I take three or four minutes at the beginning of a meeting to clarify the goal, agenda, and roles \u2013 a brief contracting phase \u2013 I save significantly more time later by avoiding loops and misunderstandings. <\/p>\n
What matters to me is this: facilitative leadership does not mean discussing everything with everyone all the time. It means consciously deciding when participation makes sense and when a clear decision is needed. In times of crisis, there may be phases in which I set the framework very clearly \u2013 but I can shape it in a way that keeps the team thinking along and taking responsibility, rather than pushing every decision back to me. That is why I would say facilitative leadership is a highly pragmatic response to efficiency pressure: it helps reach clear decisions faster while involving the team in a way that encourages ownership instead of waiting for the next instruction.[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_margin=”40px||||false|false”]<\/p>\n
So does facilitative leadership actually help increase team performance?<\/strong><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]From my perspective, yes \u2013 it does, provided it is practiced seriously. Facilitative leadership is not a soft-skill label for me, but a very specific way of organizing performance within a team without controlling everything through my own role. When people understand what it is about, what contribution is expected from them, and how decisions are made, commitment increases \u2013 and with it the likelihood that things actually get done. In practice, I see teams raising issues earlier, renegotiating decisions less often, and coordinating tasks more clearly among themselves. Of course, this does not relieve me of the responsibility to make unpopular decisions at times, but the path to those decisions is different: the team has been involved, can understand the decision, and is more likely to support implementation rather than holding back internally.[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” custom_margin=”40px||||false|false” sticky_enabled=”0″]<\/p>\n
And what role do you see for L&D teams in this field of tension? What can they do to ensure that it does not stop at attending a training, but that leaders truly embed facilitative leadership as a response to pressure for change and efficiency demands in their everyday work? <\/strong><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]I see L&D in a dual role here: as an architect of learning offerings and as a sparring partner to the organization. If leaders<\/g> <\/g>are expected not just to have \u201cheard about\u201d facilitative leadership but to truly live it, booking a single training and hoping for a major mindset shift is, in my view, not enough. <\/p>\nA first lever is to consistently align learning offerings with real leadership situations and avoid abstract models in favor of typical everyday settings \u2013 critical team meetings, difficult decisions, and change processes marked by a high degree of uncertainty. When leaders work with their real cases in training and practice moderation and process skills in that context, the likelihood that they will apply these approaches in everyday work is significantly higher. <\/p>\n
The second lever<\/g> is transfer support<\/g>. Facilitative leadership is a behavioral change that rarely happens within two days of training. L&D can use short follow<\/g>–u<\/g>ps, peer groups, or digital nudges to ensure that leaders stay engaged and reflect in very concrete terms: \u201cWhich meeting will I facilitate differently next week? What will I try out?\u201d <\/p>\nAnd third, L&D can<\/g> embed <\/g>facilitative leadership<\/g> into systems and processes<\/g>\u2014into leadership principles, feedback formats, and goal-setting and development conversations. When I, as a leader, notice that my approach to participation and decision-making is not only addressed in training but truly embedded in the organization, its relevance increases. This is how leadership training gradually becomes a mindset that enables leaders to respond to uncertainty and efficiency pressure.<\/g>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_margin=”||||false|false”]<\/p>\nDeliberately shaping moderating leadership<\/h2>\n
[\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
The results of the L&D Trend Report 2026 clearly show that leadership competencies are and will <\/g>remain a central field of action for people development. Facilitative leadership offers a pragmatic approach to combining orientation, participation, and efficiency. <\/p>\nIn our learning program, we specifically address these challenges. Leaders reflect on their role, strengthen their process and moderation skills, and learn how to structure meetings, decision-making processes, and change situations clearly and effectively. <\/p>\n
As of now the learning program is only available in German. Watch the trailer below and feel free to reach out if you are interested. We would be happy to advise you on how facilitative leadership can be embedded in your organization. <\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_button button_url=”https:\/\/vimeopro.com\/user101850752\/moderierende-fuehrung-trailer” button_text=”Trailer” _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][\/et_pb_button][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_button button_url=”https:\/\/calendly.com\/troodi_de\/demo” button_text=”Contact” _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
Leadership competencies will be a central focus of people development in 2026. Especially in economically challenging times, the question of how leaders can provide orientation without undermining responsibility and innovative capacity within their teams comes to the forefront. Facilitative leadership can be an answer to this. <\/p>\n","protected":false},"author":33,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[185],"tags":[],"class_list":["post-370412","post","type-post","status-publish","format-standard","hentry","category-leadership"],"acf":[],"yoast_head":"\n
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