When people hear the word pivot, they often picture a dramatic career change or a bold leap into the unknown. But most pivots don’t happen all at once.
They’re more likely to be the result of small decisions made in moments of uncertainty—choosing to stay curious instead of comfortable, to learn instead of resist, and to lead people through change, rather than trying to avoid it.
This is a theme I’ve been reflecting on as I prepare to participate in a panel discussion on the subject of “The Pivot: Power, Change & the Courage to Shift” at the upcoming Elevate | Next Level Leadership conference.
One thing has become increasingly clear throughout my career: Change isn’t slowing down. Whether it’s economic uncertainty, shifting workforce expectations, or the rapid advancement of AI, corporate leaders are continually being asked to rethink how they build teams, develop talent, and create cultures where people can thrive.
The challenge isn’t simply keeping up with the latest technology. I believe the bigger challenge is helping people navigate what that change means for them. People don’t fear technology nearly as much as they fear becoming irrelevant.
Key idea
As leaders, our responsibility is to help people understand where they can continue to create value—and how they can grow alongside AI as it transforms the way we work.
Responding with Resilience
The strongest teams I’ve been fortunate to lead weren’t successful because they had all the answers or the most technical expertise. They succeeded because they trusted one another, communicated openly, and were willing to learn and adapt when everything around them was changing.
They were resilient in the face of change, but such resilience doesn’t always come without challenges along the way.
Some of the hardest chapters of my own life have taught me that resilience isn’t something we’re born with. It’s built one decision and one challenge at a time—often through experiences we never would have chosen, but that ultimately shape how we show up for other people. Looking back, I’ve come to appreciate that the greatest periods of growth often begin in seasons of fear and uncertainty.
An influential mentor shared a leadership concept with me—focused on the qualities of IQ, EQ and AQ—that resonated throughout those experiences and continues to stay with me.
I’ve come to believe that our intelligence (IQ) may open doors while our emotional intelligence (EQ) helps us develop trust and relationships with others. But AQ, our adversity intelligence, is what often determines whether we can adapt and keep leading when circumstances change.
For HR leaders, finance executives and business leaders alike who are leading through change, the questions we’re facing are remarkably similar.
Although there are no hard-and-fast rules for navigating the rapid emergence of AI, there may be a few enduring principles when facing significant change: stay curious, communicate honestly, invest in yourself and others, and make peace with the inevitable shifts that occur, even those that may require you to pivot.
The Ultimate Pivot
Sometimes the next chapter begins because we choose it. Sometimes it begins because circumstances leave us no alternative. Either way, the opportunity is the same.
Because pivoting doesn’t require you to leave behind who you are; it’s about developing the resilience to become the type of leader needed for the next business transformation.
This means embracing new technology while remembering that leadership will always be a “human first” endeavor, especially as we navigate the age of AI and humanoid robots. We can adopt new tools and learn new skills, but we can’t automate trust, empathy, courage or genuine human connection.
I look forward to joining an inspiring group of women at ELEVATE to hear how they and their organizations are embracing these changes as we all experience the ultimate pivot, as AI transforms how we work and interact with one another—and technology.
