Korn Ferry just released its Workforce 2026 survey: 16,000 professionals surveyed across 11 major markets.
So, what do we learn in there?
I have selected some of the highlights that help remind us that any transformation will make or break mainly because of the human factor.
In other words: disregard these findings and it’s a guarantee your transformation will fail.
Either because it’s not going to be adopted the way you want, or you will implement changes that don’t fit your corporate culture, or both.
So what does your team tell each other once senior management has left the room?
- My workload has increased significantly in the last two years (62% agree)
- I am too busy to deliver meaningful results (45%)
The key question I keep asking sales leaders again and again: “is your team busy or is it effective?”
Because more activity is almost always the first answer to a performance problem. Plus, let’s confess: it gives a warm impression to the leaders.
However, doing more of the same thing and expecting better results just won’t do.
If your team is overworked, resistance will become a reflex.
- I feel I am performing the responsibilities of more than one role (61%)
This is a pattern and a flaw, in almost all companies I encounter: “compensation”.
A sales leader who compensates for weak elements of their team. A salesperson who’s also handling support, reporting, and account management and compensates for other departments is not “versatile.”
If your team is doing “a bit of everything” it shows clearly a lack of focus and the governance needs a serious cleanup.
- My organization focuses more on driving efficiencies than on exploring new ways to add value (64%)
- My performance is held back at work by existing processes and structures (52%)
This is a hint that focus is on the “existing ways” and little thought is given to new ideas.
How you handle an idea says more about your sales culture than any kick-off speech.
Is it tested on a small scale before it’s judged? Or does it die in committee because nobody wants to own the risk? Inertia and focus on what we know.
- I feel exhausted by the pace of change at my organization (49%)
Change is hardly a problem, poorly framed change is however.
Change that can demonstrate its benefits after careful assessment brings teams along.
If your company has a track record of continuous change without real benefits, or worse, initiatives that die along the way, expect fatigue and cynicism the moment you announce the next one.
- I am not getting what I need from my manager to be successful in my role (17%)
The mission of a leader is to create the conditions for success.
In that, they are the most important member of the team. I didn’t say “they must be indispensable”, but since the manager enforces a culture and a practice, seeking continuous improvement at one’s job is not an option.
Too many still confuse the need for reporting with their job description. Generate momentum, not KPI-full spreadsheets.
Before you launch your next sales initiative:
- Do your teams have the real bandwidth to absorb it or are they already doing three jobs in one?
- Does your company have a track record of implementing new ideas that deliver?
- Is your leadership supporting and empowering their teams?
All of this comes back to one open question: how do you really listen to your team?
If you had to pick one of these numbers to convince your leadership team it’s time to act, which one would it be?
All stats sourced from Korn Ferry’s Workforce 2026 report. Full credit to their research team.
Full report here: https://www.kornferry.com/insights/featured-topics/workforce-management-articles/workforce-planning-insights
