Change is a leadership test—here’s how to pass it

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by Julie Turpin

 

Five actions you can take to adopt change and lead your team through it.

 

The American Psychological Association’s 2025 Work in America report found that 89% of U.S. workers experienced organizational change in the past year, and more than half said it had a negative impact on their mental health.

That’s a staggering figure, but not a surprising one. Change is no longer an episodic disruption in today’s workplace. It’s the environment we operate in day in and day out. Mergers, restructures, AI adoption, hybrid work shifts, and evolving economic pressures have made change a constant variable.

These are the real tests of leadership—not during calm, but in times of motion. It’s no longer enough for leaders to respond to change. They must know how to lead from within it.

While no two change events are identical, the leaders who consistently pass the test tend to lean on the same core capacities. These aren’t personality traits or fixed skills. They’re practiced, intentional ways of showing up, especially when the path forward isn’t yet visible.

1.  Communicate with transparency and consistency

When the future feels uncertain, people look for signals of stability. As leaders, we often feel pressure to wait until we have perfect information before we speak. But in times of change, silence breeds speculation, and speculation fuels anxiety. Stability doesn’t come from having all the answers, but a steady voice—even when that voice says, “We don’t know yet, but here’s what we’re doing to find out.”

In times of change, the most trusted leaders aren’t the ones with the most polished messaging. People trust those who consistently show up, share updates regularly, and speak plainly about what is changing and why.

Leadership action: Speak with clarity, share what you know (and what you don’t), and repeat your message more than once. In times of change, repetition becomes reassurance.

It’s natural to want to shield people from the messiness of change, but the further people feel from what’s happening, the more threatened they become. One of the most powerful things a leader can do is stay close to the change and bring others with them.

That doesn’t mean having all the answers. You want to make the process visible. Let your teams into the “why.” Involve them in the “how.” Invite them to see the moving pieces rather than simply react to the final result. This process fosters understanding, engagement, and ultimately, shared ownership.

Leadership action: Don’t wait to bring people in. Identify one or more decision-making processes or initiatives you can open to the team. This could be a planning session, sharing early-stage thinking, or asking for feedback on a developing plan.

3. Stay grounded

In periods of rapid change, emotions can run high—not just for your team but also for you as a leader. Uncertainty can trigger fear, doubt, and overfunctioning. That’s why leaders need to anchor themselves before they can stabilize others.

Grounding is finding a way to return to center in the middle of the chaos. For some, that’s a routine. For others, it’s a mentor or a guiding principle that restores focus. Being grounded also means noticing when you’re reacting instead of reflecting. Self-awareness is the first signal. If you’re feeling activated or scattered, take a moment to reset and re-engage with intention.

Leadership action: Write down one stabilizing practice you can turn to: a routine, reflection point, or person you trust. Use it regularly, especially before high-stakes conversations or decisions.

4. Lead with empathy

Change doesn’t land the same way for everyone. A merger might spark an opportunity for one teammate and fear for another. A tech rollout could excite some and overwhelm others. The truth is, you won’t know how change is impacting someone unless you ask and listen. Empathy becomes a leadership superpower. Leading with empathy builds psychological safety, surfaces unseen risks early, and reinforces trust.

Leadership action: Schedule intentional check-ins. Ask open-ended questions like, “What’s been challenging about this transition?” or “What would help you feel more supported right now?” Then listen.

5. Model a learning mindset

No change initiative goes exactly to plan. Priorities shift. Assumptions get tested. People stumble. It’s the nature of transformation. What distinguishes strong leaders in these moments isn’t flawless execution, but a willingness to learn in real time. A learning mindset keeps you adaptive, grounded, and humble. It also gives your team permission to be the same: to experiment, speak up, and evolve together.

Leadership action: Be open about your own learning. When things don’t go as expected, share what shifted, what you’ve learned, and how you’re adjusting. Invite your team to do the same.

THE BOTTOM LINE

Change is the truest test of leadership. The leaders who pass the test are those who recognize that in times of uncertainty, people don’t need perfection. They need presence—a leader who listens, steadies, and helps them take the next step forward. Julie Turpin is the chief people officer for Brown & Brown, Inc.

Source: Fast Company

The only way to future-proof your career? Be more than one thing

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Story by Kudzi Chikumbu

A friend once asked me how I could be a marketing executive, a fragrance influencer with over 400,000 followers, and a paid public speaker all at once. “Don’t those things live in different worlds?” she asked. My answer was simple: It’s the only way to survive.

In today’s career landscape, having just one title, one path, or one platform isn’t safe—it’s risky. We have all heard the clarion call about AI rapidly transforming the workforce. It’s no longer just about skill; it’s about diversifying and leaning into your identity as your moat. What we’re living through is a strategic career inflection point—a moment where the rules of the game change so dramatically that the old playbook becomes obsolete.

When I was earning my MBA at Stanford a decade ago, one of my favorite classes was called Insight to Outcome taught by Thomas S. Wurster. To this day I think about the concept of strategic dissonance, as outlined by Michael Tushman, Charles O’Reilly, and Andy Grove in their legendary paper from 30 years ago, which I read as part of the class. This wisdom from 1996 is still applicable today. In a business context, strategic dissonance is what happens when a company’s actions no longer reflect the changing external environment—even if they keep doing what once worked. When applied to careers, I think of it as career dissonance: when what we’re doing day-to-day doesn’t get us to the life we actually want because the rules have changed.

And right now, AI is the change that is accelerating that dissonance.

People are talking about AI replacing jobs and we need to focus on what to do next in a strategic way. According to McKinsey, nearly 12 million U.S. workers may need to change occupations by 2030 due to AI and automation. That’s not hypothetical. That’s an inflection point.

What to do

So how do we not crumble? We need to understand inflection points. In class at Stanford I remember learning that at every strategic inflection point, three things happen:

1. The degree of difficulty of evolving increases. Getting to your new goal gets harder. The path becomes steeper.

2. Only a few strategic actions move the needle. Not everything will work. You have to make sharper bets. Focus on what matters.

3. Resources are even more constrained. You need to think about more efficient ways to use your time and energy. If you keep doing everything the way you used to, you’ll burn out.

Yes, these challenges feel uncomfortable. But they’re also invitations—to focus, experiment, and grow. So what do you do in this moment of massive shift in the workplace? These are the three things I’ve found that worked for me and people I admire to address the challenges brought on by the advent of this specific career inflection point.

1. Use the tools to become more of yourself

Instead of fearing AI, leverage it to ease the degree of difficulty of building your “portfolio” career. This way you can address the first challenges of strategic inflection points. When LLMs like ChatGPT and Claude dropped, I didn’t use them to replace my voice—I used them to refine it. I used AI to launch my podcast (Not Just One Thing), structure my content, and sharpen my public speaking. People say AI tools kill creativity. In my case, these tools didn’t diminish me. They revealed more of me.

2. Build your calendar like it’s your portfolio and buy back your time

Each strategic inflection point forces you to get sharper about where your energy goes. And the good news is, constraint breeds clarity. Only a few things are going to move you forward. People get stuck trying to master prompt engineering by never starting. You are better off testing, measuring, and iterating. You don’t need to master every prompt—just experiment out loud. That’s how you find the next version of you. When you find out what’s working, focus more on that. This helps you address the second and third challenges of strategic inflection points.

You will no longer need to waste all your energy on low-impact actions. Use AI to automate your logistics. Reclaim that hour to work on your side project. Book time to journal, plan, or build a content system. According to a RescueTime study, the average knowledge worker spends just 2 hours and 48 minutes per day on productive tasks. That means you’re not just fighting burnout—you’re fighting wasted energy.

In my case, I used tools to streamline my work and double down on my fragrance content. I tested ideas, launched small, and iterated fast. You can build a micro business, pitch yourself for speaking, or start developing a product—all with the tools already at your fingertips.

3. Make your story your competitive advantage

One of the most powerful ideas from the strategic dissonance paper was that most companies keep expanding their existing competencies instead of evolving with the market. The same is true in our careers. We double down on what we’ve already done, instead of asking what will matter next. What’s the best way to do this? What’s your everlasting competitive advantage? Your real edge in this new world isn’t technical. It’s personal. Your personal story.

I was born in Zimbabwe and raised in South Africa. I started out in accounting, but I always knew I wanted to be a creator. I made YouTube videos. Then pivoted into tech. I joined musical.ly, which became TikTok, and spent years helping creators find their voice. I was using my own passion of wanting to be a creator and my analytical skills from my time as an accountant. This use of my authentic story allows me to stand out and build a career. People call me multi-hyphenate. I just think of it as an integrated portfolio career.

In a world built for sameness, difference is your power. I learned that from another class at Stanford that was taught by Allison Kluger and Tyra Banks. Your background is your moat. It’s the thing that no prompt can generate, and no algorithm can replace.

In this new world, your hybrid path isn’t a hurdle, it’s your blueprint to success. We are not at the end of work as many people fear. We’re at the beginning of becoming. As Maya Watson said on an episode of my podcast, Not Just One Thing: “It’s not about what you do. It’s about who you’re becoming.” That’s the work. She’s right. And you’re going to need more than one title to get there. Being multi-hyphenate isn’t indulgent—it’s how you stay employed, inspired, and in motion.

The people who will thrive are the ones who use the tools, manage their time like a portfolio, and tell the truth about who they really are. That’s how we build careers that are dynamic, fulfilling, and truly human.

This post originally appeared at fastcompany.com

When it’s down to 2 candidates, here’s what could tip the scales

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by Erica Lamberg

 

 

Interviewing for jobs can be a lengthy process: multiple rounds, slow scheduling, recruiters ghosting. In fact, in one study, 52% of companies stated that the interview process lasts four to six weeks. And other survey data reveals hiring decisions are taking longer, which means employers are taking their time when choosing candidates.

So if you’ve been invited back for several rounds of interviews, it can be frustrating—but it also likely suggests you’re among the top applicants.

But given how long it takes and how high stakes interviewing feels nowadays, it can be easy to feel more pressure the deeper you get into the process. You likely won’t ever get told if you’re one of the final two. But what you can do is prioritize distinguishing yourself from your competition to show the hiring manager why you’re the best one for the role.

Practice humility. Let the hiring manager see your true personality. “Being open and humble in responses is something I value in most candidates,” says Jenny Amalfi, president of the Americas at Airswift, a Houston-based full-service employment agency. “While being technically great is always important, the personal side of a candidate often outweighs their technical ability in the interview process.” She notes that companies seek hires who are strong collaborators—keep that front in mind, even as you navigate late-stage interviews.

Be authentic.  A person being true to themselves and comfortable in their own skin is refreshing and contagious, says Amalfi. “It shows stability and is very attractive,” she stated. “Lots of candidates possess great technical skills, but it’s the candidate who can provide examples of their emotional intelligence in the workplace that often receive the job offer.”

Be inquisitive. Amalfi appreciates candidates that ask her questions. “If I lead an interview, and the candidate does not have questions prepared, it’s a sign to me that they may just be an order taker—not someone who wants to challenge the status quo,” she explains. “I prefer to hire individuals who are eager to learn and ask questions. That’s how we get better.” If you’re down to the final interview stage, have insightful questions prepared that demonstrate you’re ready to take on the job. It could be what tips the scales.

Present yourself as coachable. As the interview process is winding down, being vulnerable and willing to learn could work in your favor. “Sharing a moment when they have learned a lesson or learned the hard way is very important,” explains Amalfi. “It shows that you’re coachable and understand the importance of receiving feedback.” If you’re heading into an interview, be prepared to share a moment when you learned a valuable lesson during a project at work, she notes.  “Someone who understands the importance of feedback is a valuable asset at any company and can set you apart.”

Tout your competency. If you’ve reached the final stages, it’s likely that your skills and competency levels have already been approved. “What you now need to do is show the potential impact you can have—and how this impact can be more relevant to the company than the other candidates’,” says Shiers. How have you previously solved challenges? Delivered outstanding results? How could this relate to the company you’re interviewing for? “Grounding these examples in data and business value is key,” outlines Shiers. “Results are what employers care about, so the candidate best able to connect their previous experience to future value is more likely to be successful.”

Stay professional. Shiers with Unily says to remember recruiters are likely working on several roles at any one time, with multiple candidates per role. “Having said that, it’s good to show that you’re interested, and it’s fine to touch base provided you’re respectful of others’ time,” she notes.

“I look for candidates who follow up and aren’t afraid to ask for feedback,” Amalfi with Airswift says.

Choose your references carefully. References are very important, and if the decision is between two top candidates, they could be mean even more. “Yes, hiring managers typically collect references after interviewing and progressing to offer,” says Amalfi. “When selecting references, it’s important to get folks that have managed you previously as well as those that have worked with you,” she continues. “This shows different vantage points to reference.”

 

Source Fast Company

Why your startup needs a fractional leader

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Story by Yakov Filippenko
Every founder wants top-tier talent. But when your company is young, two obstacles loom. The first one is that no one knows you. The second one is that, likely, you can’t afford a full-time senior hire. The irony is that this is when you most need experienced leadership, because without it, you risk mistakes that cost more than the salary you were aiming to save.

Why startups should consider senior leaders part time

Bringing in a seasoned executive on a fractional basis is often a better answer than stretching for a junior full-time hire. A senior leader working part time gives you sharper decision-making, clearer priorities, and fewer detours. You get the benefit of years of experience without locking yourself into a payroll commitment you can’t sustain. For the right scope of work, five hours a week from someone who has scaled before is worth more than 50 hours from someone learning on the job.

Especially lately, many senior professionals are open to this model. Some want flexibility for family or side projects. Others value variety and like to keep a portfolio of roles. And in a market still shaped by layoffs, part-time income streams feel safer than a single employer. Hence, this arrangement makes sense for both sides, as long as expectations are set early and respected.

How to hire part-time senior talent

The first step is clarity. A vague job description with slogans will not suffice to attract someone experienced. Spell out the outcomes you expect. Instead of “help us drive growth,” say “design and oversee a three-month plan to test five paid acquisition channels.” Define how decisions will be made, the reporting line, and what success looks like. This will help them feel the role as something achievable in the time you are offering.

Next, design the role to be respectful of their level. Senior operators will not commit to open-ended advisory calls or endless Slack pings. Set specific projects with clear deliverables and show them you have thought about how their time will be used and that you understand the value they bring. The more tangible you can make the assignment, the easier it is for them to picture success.

Finally, make it easy to say yes. Offer a paid pilot so both sides can test the fit. Be transparent about budget and timelines. Pay on time and share how their work will be applied. And, of course, acknowledge their contribution. These details signal professionalism, and when you are still unknown, this matters more than perks.

How to work with fractional leaders once you have them

Hiring is only the beginning. To get value from a fractional leader, you need to create an environment where they can contribute without friction. As Jim Collins once observed, “Great people need great things to do, or they will take their creative energies elsewhere.” Even part-time, seasoned professionals will disengage if the setup is chaotic or the work is poorly defined.

That means giving them access to the information they need, assigning a clear decision-maker they can work with, and sticking to a predictable cadence of check-ins. Chaos burns trust quickly, even if the hours are limited.

To avoid this, set super clear expectations on both sides. They should know how you prioritize, how experiments differ from commitments, and who owns which decisions. You should know how they prefer to communicate and how they measure success. When the rhythm is established, their time multiplies the impact of your whole team, and the fractional leader can quickly raise the standard of execution and help you move faster.

The bottom line

For an early-stage company, every hire carries risk. But trying to fill a senior role full time before you can afford it is often the bigger risk. A fractional leader can give you the judgment and experience you need to avoid expensive mistakes, while keeping your company nimble. Start clear, keep the scope focused, and follow through on your commitments. Do that, and you will find senior professionals willing to bet on you, long before the market knows your name.

This post originally appeared at fastcompany.com

Want to Be a Better Leader? Master These 4 Rarely Talked-About Skills

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by Marcel Schwantes
True leadership isn’t about what you achieve. It’s about who you become.

Two decades of coaching leaders and developing myself as a leader have taught me a key lesson: Leadership isn’t a destination. Just when you think you’ve reached the top of the mountain, look up—you’ll see another peak waiting.

The truth is, there’s no secret sauce for leading yourself or others. Leadership is an ever-evolving process of learning and growing. The best leaders never stop evolving.

Here are four lessons every great leader eventually learns.

1. Humility Is a Strength

Humility is often mistaken for weakness. In one survey, more than half of 5th and 6th graders described humility as “embarrassed, sad, or shy.” Adults often confuse it with humiliation.

But groundbreaking research tells a different story. Bradley Owens and David Hekman found that humble leaders don’t assume success is guaranteed. They test their progress, revise plans, and seek feedback. They empower others to take initiative and celebrate team wins over personal credit.

Far from soft, humility gives leaders flexibility and strength. They avoid reacting from ego or abusing power, and instead lead from integrity, self-control, and emotional intelligence.

2. Great Leaders Learn From Others

Strong leaders know they don’t know it all. They constantly seek wisdom from others and expand their perspective beyond their own experience.

Remember the saying: If you’re the smartest person in the room, you’re in the wrong room.

The best leaders deliberately put themselves in spaces where they can learn, grow, and connect with people further down the path. They remain lifelong students.

3. Patience Gives You an Edge

Patience doesn’t always get attention and it won’t make any headlines, but it’s one of leadership’s most underrated strengths. (I cover patience extensively in my new book.)

Research shows that patient people make more progress toward tough goals, feel more satisfied when they achieve them, and experience less stress and depression.

Impatient leaders tend to jump to conclusions and act impulsively. Patient leaders, by contrast, are steady and rational. In conflict, they listen first, respond calmly, and diffuse tension. That kind of presence builds trust and resilience in teams.

4. Self-Awareness Is Non-Negotiable

In a study reported by Harvard Business Review, teams with less-self-aware team members made worse decisions, coordinated poorly, and struggled with conflict compared with teams led by self-aware individuals.

Self-awareness is the foundation of emotional intelligence. Leaders who cultivate it see the bigger picture, regulate emotions, and empathize with others. As emotional intelligence expert Daniel Goleman put it:

If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.

In closing, remember: Leadership is about committing to the climb. And here’s the real test: You don’t prove your leadership on the easy days when everything goes smoothly. You prove it in the moments when your patience is tested, your humility is questioned, and your self-awareness is the difference between escalating a conflict or inspiring a breakthrough.

Keep climbing. Keep growing. The best leaders aren’t defined by the peak they’ve reached, but by their willingness to take the next step.

This post originally appeared at inc.com.