Leading through scrutiny: How leaders can drive change and build influence in 2025

Throughout 2024, economic turbulence and shifting politics reshaped how decisions are made in organisations. In 2025, the situation has become even more unpredictable.

NAB’s latest Quarterly Business Survey suggests that uncertainty and caution could continue to dominate business sentiment throughout the rest of the year. 

In response, businesses are being conservative, and boards, executives, and external stakeholders are demanding concrete evidence and measurable impact before approving any investment.

That’s always been the case with traditional business imperatives like product development and equity capital management, but this scrutiny is now extending to “triple bottom line” considerations like DEI and sustainability.

After a period of businesses warmly embracing change to both operations and culture, leaders are being pushed harder to make the case. 

Trial by stakeholder

Leaders who relied on charismatic presentations, gut feel, or “it’s the right thing to do” appeals to drive change now find themselves being asked to justify each step with data-driven insights and tangible links to broader business strategies and goals.

They're also being asked to get approval from a broader set of stakeholders—each with their own priorities. That means plans now undergo multiple review rounds, adding new layers of input and risk assessment.

As a result, leaders need to be more deliberate in their communication, backing change proposals with clear, evidence-based arguments that directly relate to organisational goals and are tailored to individual audiences. 

Here are five practical strategies to put that into action

1. Map the stakeholders

Before launching any change initiative, create a comprehensive stakeholder map. Identify all relevant decision-makers—both formal and informal—and outline their concerns, goals, and decision-making styles. 

It’s an exercise that shows clearly why one-size-fits-all change messages rarely work. 

2. Start listening

It’s so obvious, but so often forgotten. Too many leaders trying to build influence underestimate the importance of listening. 

They focus on perfecting their pitch without first understanding the concerns and reservations of the people they're trying to persuade. When the change is big, concerns and reservations can be extensive and deeply held. 

Ignoring them is a shortcut to failure. 

3. Get the language right

Detailed technical reports, jargon, or academic terms may bolster your credibility with experts, but they’re not usually the ones that need convincing. Again, effective communication is not a one-size-fits-all exercise. 

For boards or finance teams, present data in concise, results-focused formats. Frontline teams or creative departments might respond more positively to storytelling that illustrates real-life impact. Adjust your tone, format, and level of detail based on your audience’s preferences and expertise. 

Doing the listening work makes this significantly easier.

4. Align outcomes and build your case with data

Whatever your change program, broader business objectives should always be your north star. Otherwise why do it? Point to clear, measurable goals that line up with these objectives and show how your proposal contributes to them. 

As Rio Tinto CEO Jakob Stausholm told The Australian Financial Review last year in relation to the company’s diversity and inclusion programs, “Ultimately, it’s not just about doing it because it’s the right thing to do. It’s also about creating a high-performance organisation because everybody goes to work and wants to perform, and if they’re respected, they’ll be more engaged, and they’ll perform better.” 

This outcome-driven approach helps unify stakeholders who might otherwise see the change through different lenses. Wherever possible, use data to show what you are trying to achieve and the impact that it will have. 

Commonwealth Bank, for example, runs a variety of inclusion programs focused on staff and customers, including the 'Banking is for everyone' initiative launched last year. “The program is designed to develop the cultural competency of branch staff and increase the ability of migrant customers to bank confidently and independently,” the bank said in its annual report. The focus is certainly paying off, with CommBank winning the banking business of 62% of new migrants to Australia. 

While there is also often broader data available (such as consulting or academic studies) to support the case for change, you will tell a far stronger story if it directly relates to your organisation.   

You may need to think laterally about how to do this, as some part of your business may not be as rich with data as you would hope. 

5. Acknowledge risks and be transparent

In an uncertain environment, this is key. If there is a chance that things may go pear-shaped, acknowledge the risks and show the plans you have in place to deal with them. Doing this will also give your stakeholders a chance to highlight things you have missed and contribute to risk management strategies. 

Equally importantly, articulate what success will look like. Demonstrate accountability by setting milestones and reporting progress regularly. Leaders who are transparent, even about setbacks, often gain more credibility and lasting support from their teams.