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CIPD Festival of Work: Leaders must tackle complacent workplace habits to drive transformation, says Osagie

Osagie argued that many leaders focus too heavily on processes and performance while overlooking the routines that shape organisational culture.

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Organisations cannot achieve meaningful transformation through strategy alone and must instead focus on changing the habits that drive everyday behaviour, according to leadership coach, author and former headteacher Diana Osagie, speaking during a keynote address at the CIPD Festival of Work 2026.

Addressing delegates on the second day of the event, Osagie argued that many leaders focus too heavily on processes and performance while overlooking the routines that shape organisational culture.

She said: “Transformation comes by changing what people do without thinking.

“How deep is your understanding of the habits that drive your people in your organisation?”

Drawing on her experience as a school leader, Osagie said habits often become more powerful than an organisation’s vision or policies.

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She explained: “On an organisational level, there are keystone habits. They are more powerful than your vision. More powerful than your processes.

“Your understanding of the habits of your people is central to transformation and then success.”

She encouraged leaders to identify the routines that emerge automatically when employees face pressure or uncertainty, arguing that these behaviours reveal how organisations really operate.

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“When pressure comes, your staff will go into their automatic routine,” she said.

“These automations in the way your departments work are more powerful than any training you have ever delivered.”

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Osagie also challenged organisations to focus on improving the quality of thinking within leadership teams rather than concentrating solely on outcomes.

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She added: “Transformation stalls, comes to a halt, when you as a leader challenge output but not the thinking behind the output.

“Your leadership should be raising the quality of thought as a priority.”

A further theme of the session was the need to eliminate low-value work that consumes employees’ time without delivering meaningful outcomes.

Osagie encouraged leaders to ask difficult questions about long-established practices.

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She saidL “Ask this one destabilising question: if we stop doing this tomorrow, what actually would be lost?”

She said leaders must help teams navigate periods of transition by acting as a stabilising influence.

“You take on the role of the emotional anchor,” she said.

“Your nervous system sets the emotional tone for your colleagues.”

Concluding her session, Osagie said courageous leadership begins with self-awareness before it can drive organisational change.

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She said: “Being courageous is not optional in these days. I’m asking you to consider courageous leadership of yourself first, then, and only then, can you be in a position to transform your department or your organisation.”