In a world flooded with noise, urgency, and easy answers, our ability to think critically — and lead bravely — has never mattered more.
In my recent Future Fit Leadership conversation with Elliott Dellys, CEO, strategist, and climate security expert, we explored the widening gap between what organisations think is important, and what actually drives performance, resilience, and trust.
One thing became clear early on: Elliott isn’t here to offer comfortable narratives. He’s here to challenge us to look harder, think deeper, and lead differently.
As Elliott put it,
“When we outsource thinking, we outsource leadership.”
It’s a confronting idea. Too often, we see organisations drifting into what Elliott calls “groupthink” — prioritising consensus and compliance over real questioning, exploration, and reflection. It’s a cultural concern, yes — but also a growing business risk.
Elliott’s warning was stark:
“If we can’t summarise an idea in 140 characters, we haven’t truly thought it through. And when leaders stop thinking, they stop leading.”
We spoke about how mobile phone culture is shrinking our attention spans — and what that means for leadership at every level. In an environment of constant distraction, leaders must fight to think deeply — not just quickly.
One of the most powerful concepts Elliott shared was the idea of the Human Firewall. Technology can build all the walls it likes, but it’s human behaviour — trust, awareness, vigilance — that determines whether those walls hold or crumble. In Elliott’s view, organisations that invest in building a culture of ownership, accountability, and critical thinking are creating the true defence systems of the future. Cybersecurity isn’t just an IT issue anymore. It’s a leadership issue.
We also explored the growing risks around AI. As Elliott shared, the next wave of cyberattacks will not just exploit human vulnerabilities — they’ll exploit machine vulnerabilities. The race to secure AI systems is only just beginning. When I asked Elliott about the future of AI and cybersecurity, his concern was clear: organisations are rushing to adopt AI tools without fully understanding the risks — or asking the right questions about who they’re trusting with their data.
He made an important point:
“Choosing the right provider isn’t just about features and pricing anymore. It’s about trust, transparency, and ethics.”
As leaders, we must stay curious — and critical — about the technologies we embrace.
Beyond his leadership insights, what impressed me most about Elliott was how he runs his business. His organisation is a certified B Corp, committed to balancing profit with purpose. And they put that commitment into action — giving 10% of their profits to causes aligned with climate resilience, cybersecurity awareness, and global community development.
In an era where corporate purpose can sometimes feel like a slogan, Elliott’s work is a reminder that leadership is about action — not aspiration.
Throughout our conversation, I was reminded that true leadership isn’t about control or appearances. It’s about thinking clearly, acting courageously, and building cultures where both people and technology can thrive — safely, ethically, and sustainably.
In Elliott’s words:
"Critical thinking isn’t optional in leadership. It’s essential."
If you haven't listened to the full conversation yet, I encourage you to tune in.
It will challenge your assumptions — and that’s exactly what future-fit leadership requires.