While technology can change rapidly, people rarely do; according to experienced CIO Sean Green, therapeutic practice can help understand that the space in between these truths is where leadership lives
I have been a digital and data leader in the public sector for more than 10 years and, like most leaders in any field, I like to reflect on my leadership style. I have even had it defined through several psychometric tests that I have taken in various organisations that I have worked for.
I am also someone who has experienced the benefits of personal counselling therapy and taken an interest in the area – reading and learning about the different counselling modalities and skills, experience, and capabilities that the counsellor brings to the therapeutic relationship.
So, it has led me to think about the two disciplines and reflect that, even if you have not experienced counselling therapy, there are valuable lessons that digital and data leaders can learn.
At first glance, therapy and digital leadership may seem unrelated. One is about guiding individuals through emotional struggles, the other about shaping technology and data strategy.
But look closer, and the overlap is striking.
Both demand trust, deep listening, empathy, and the ability to help people navigate change.
Here are some insights that I believe digital, and data leaders can take from counselling therapy striving to develop a more effective, human-centred leadership.
Listening beyond the surface
Counsellors do not just hear words; they listen for patterns, silences, and underlying meaning. Digital and data leaders (‘leaders’) face the same challenge: stakeholders may say they “need a new dashboard,” but the real issue might be anxiety about accountability or fear of job loss. Leaders shouldask open questions, listen deeply, and uncover the real issues behind requests and resistance.
Leading with empathy
Therapists approach clients with empathy — not agreement, but understanding. For leaders, empathy means recognising that resistance to change is rarely about the technology itself, but about human concerns: relevance; security; identity. Leaders should design technology programmes with people at the centre, not just processes.
Hold complexity
Therapists don’t ‘fix’ clients; they hold space for contradictions until clarity emerges. Leaders often jump straight to solutions — a new tool, a new process — before really understanding the complexity. Leaders should sit with ambiguity. We shouldn’t rush. Solutions that emerge from genuine dialogue are more sustainable.
Building trust first
Therapy works only when there’s trust. Likewise, no transformation succeeds without it. Stakeholders must believe in your integrity before they’ll share real concerns or adopt new systems. Leaders should build trust by role modelling authenticity and honesty.
“Counselling therapy shows us that leadership is not about fixing people or pushing change, but about creating the right conditions for growth, trust, and progress.”
Practice Reflection
Therapists continually reflect on their own responses and biases through supervision. Leaders rarely pause to reflect — but without it, they risk repeating mistakes or overlooking blind spots. Leaders should build time for reflection – A couple of questions that I think about now are: What assumptions am I carrying? And How did I show up today?
Ethical Leadership
Therapy is governed by strict ethics: confidentiality, doing no harm, and respect. Leaders face ethical dilemmas daily: data privacy, AI bias, and digital inclusion. As leaders don’t just ask can we build it? — ask, should we?
Change is a process not an event
Therapists know change is messy, nonlinear, and often two steps forward, one step back. Leaders who treat change as a ‘launch event’ set themselves up for disappointment. Leaders should support people through the whole journey. Expect setbacks, adapt and always celebrate progress.
Creating psychological safety
Therapy works because clients feel safe to speak openly. In digital teams, the absence of safety leads to silence, groupthink, and stalled innovation. Leaders should respond to mistakes with curiosity, not blame. Invite challenge and dissent.
Shaping the narrative
Therapists help clients reframe their stories into ones of strength and possibility. Leaders must do the same with data: turn numbers into narratives that inspire action and align with purpose. Leaders should practice storytelling as a core leadership skill, using data to tell human-centred stories that demonstrate value added to all their stakeholders.
Protection through boundaries
Therapists practise self-care and boundaries to avoid burnout. Digital leaders often push themselves relentlessly, which ultimately undermines performance. Leaders need to practice self-care. If you’re burnt out, you can’t lead transformation effectively.
Technology changes fast. People change slowly. That’s where leadership lives — in the space between.
Counselling therapy shows us that leadership is not about fixing people or pushing change, but about creating the right conditions for growth, trust, and progress.
For digital and data leaders, the message is clear: lead less like an engineer, and more like a counsellor. Listen deeply. Hold complexity. Put people first.
That’s how real transformation takes root.
Sean Green is an interim public sector CIO and a change consultant at Greenfield Consulting
