There is a growing signal coming from those closest to the pace of AI innovation. When top technology podcasters are saying, “the current rate of AI technology transformation is so overwhelming it is disorienting,” we know the path ahead is going to be exciting, tumultuous, and disruptive. 

If this is the pace of change, it raises a new set of questions for leaders:

• If agentic AI becomes more personal and driven by voice command, will cell phones still be needed?
• Will we have the ability to schedule appointments, flights, and travel through AI agents working in the background?
• If the future is built on voice command, will AI agents replace texting or internal messaging?
• What will the role of people be as AI agents take over operational work?
• How will this transform the value leaders bring, and the value of your business?

My thoughts are always with executives and their leadership teams to help them provide what is needed, when they need it.  We have been intensely focused on AI over the past few years to discern what is going to be the executive’s role and other ways to support all leaders to keep pace with the emergence of the Brain Economy and the development of Brain Capital as leaders contend with being on a bullet train toward Super Intelligence.

What occurs to me in the face of this rate of transformational change is about what we can do to support executives and leaders to build deeper capacity for resilience when they are going to need it most.

Exploring some new mindsets for resilience is perhaps the best place to start on a path to building the skill sets to level-up for transformation.

When feeling overwhelmed to the point of being disoriented – we need to reach deep for our curiosity and learner.  Let’s work against our natural reaction to avoid what feels  overwhelming.  Our teams are depending on us to stay in motion, and authentically provide stability, as well as to share optimism, even in the midst of overwhelm.

How to Stay Grounded During the AI Disruption

Three Questions to Stay Grounded and Lead Through Disruption, And One More That Matters

First Question to Ask Yourself
What is one thing I can be curious about and learn today about AI that will help me to feel less overwhelmed that I can share with key stakeholders, today?

What we’re seeing is leaders who are overwhelmed and struggling to focus on the here and now. That same feeling is trickling down to their teams. 

A way to reframe overwhelm:  Even though there is a lot we don’t know, one new insight to operate from is even one small step forward with AI each day builds confidence and keeps you moving forward when others stall.

Second Question to Ask Yourself
What is the best strategic use of me today, to guide myself and the team forward?

What we’re seeing is that leaders are constantly evaluating how best to use their time to move their teams forward.

A way to reframe: How can I choose faith, including in myself and our leaders, instead of operating from fear?

When leaders operate from fear, they often default to activity instead of strategy. This looks like staying busy rather than making the decisions that will actually move the business forward. The shift is recognizing that the most strategic use of time is not doing more, it is removing the barriers holding teams back. When we procrastinate on the big things, it is often because we are avoiding risk or the possibility of failure, choosing motion over meaningful progress.

Final Question to Ask Yourself
How can I maintain an unrelenting focus on transformative results and resist avoiding the high-risk, growth decisions?

A way to reframe:
During times of constant change, the goal is not to do more, it is to have greater discernment around the few decisions that will drive transformative results. This requires choosing the highest-impact priorities and communicating them with clarity so that leaders who are overwhelmed can focus and execute. Often, this means narrowing the focus to just a few critical priorities at a time.

This also requires the discipline to create space to think. When we step away from the constant pressure, through reflection, prayer, meditation, exercise, time with family, or simply time offline, we give our minds the opportunity to reset, gain perspective, and access the intuition needed to make better decisions. Without that space, it becomes difficult to stay focused on what truly matters and to lead with clarity.

One More Question to Consider
Do I have the support I need to stay grounded, and am I paying attention to my own well-being? Am I listening to my own voice first and trusting my judgment?

A way to reframe:
If I don’t model and talk about the importance of well-being, my team will assume it doesn’t matter, and they will operate accordingly. The way I show up sets the tone for how others show up. At a time when disruption is creating pressure to move faster and do more, staying grounded becomes even more important.

What remains true is that people need connection and a sense of belonging. Building a sustainable community of leaders who feel supported, aligned, and able to do their best work is one of the most important leadership legacies we create.

Here’s to supporting your resilience at a time when the stakes are high and the best version of you needs to show up every day for your leaders and your organization.

What matters most now is not how much we do, but how we show up, and the impact that has on those we lead.