Discover what high-performing leadership requires in 2026, backed by national benchmarking, practical frameworks and real-world lessons from insurance.

In insurance and financial services people leaders sit at the exact point where compliance, customer outcomes and staff engagement meet and it’s often the role left to work itself out.

Promoted for technical strength, handed a team, and expected to figure the rest out on the job.

This session examines what leading a high-performing team actually requires in 2026, and where organisations are quietly getting it wrong. 

Sara Elmstrom and Maria Stavrinides of CXO2 draw on national benchmarking research covering more than 200 Australian operations to unpack the findings including

• The duties people leaders rank as most important, and how differently their time is actually spent
• The confidence gap between self-assessed capability and the 53% of leaders working without any structured development program
• The new demands AI is placing on the role.

They also introduce the Six C’s framework for high performance – Connection, Clarity, Communication, Capability, Constructive Leadership and Care as a practical model for building teams that perform consistently.

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