In today’s fast-paced work environment, leaders are constantly grappling with the challenge of guiding teams through change, maintaining engagement, and fostering a culture of high performance. With the pace of change accelerating, especially post-pandemic, the key to success lies not only in navigating present challenges but also in preparing for an uncertain future. Gregg Brown, a change and future of work strategist, offers a refreshing perspective on leadership in his conversation with Lisa LLoyd, host of the Beyond the Water Cooler podcast.
Gregg’s insights offer a blueprint for leaders looking to foster resilient teams and organizations in a world where disruption is the new normal. The key themes of the conversation focus on change management, leadership challenges, disruptive empathy, and the importance of comfort zones. These principles provide a modern framework for leaders seeking to build adaptable and future-ready teams.
The Shift from Change Management to Future-Ready Leadership
One of the most insightful points Gregg and Lisa discuss is about the shift from traditional change management to a future-ready approach. In today’s volatile world, waiting for specific changes to prepare for can lead to being caught off-guard. Rather than focusing solely on what the future might bring, leaders should focus on building their team’s capacity to handle any change.
Gregg highlights the importance of cultivating “change muscles” (thank you Linda Hoopes!) within organizations. “Instead of focusing on the future of work,” he notes, “let’s focus on making ourselves, our teams, and our organizations more future-ready.” This approach means fostering adaptability, problem-solving skills, and emotional intelligence across the board.
For leaders, this also involves moving beyond mere plans and strategies. “I don’t teach people how to do change management plans anymore,” Brown says, noting that it’s relatively easy to develop strategies on paper. The real challenge lies in leading people through the chaos and uncertainty that change often brings.
Embracing Disruption as a Path to Innovation
Disruption, often perceived as a threat, is reframed by Gregg as a catalyst for innovation. He argues that innovation is essentially a form of disruption, challenging established norms and paving the way for new ideas. While many people resist disruption, Gregg points out that this resistance is often rooted in fear—particularly fear of changes that are imposed from above.
Gregg offers a key distinction between change that people choose versus change that is thrust upon them. People generally welcome changes that align with their own goals but resist those that seem to create additional work or uncertainty. He suggests that leaders need to create environments where disruptive ideas are welcomed, and teams feel empowered to experiment and innovate.
One of the most effective ways to do this is by creating what Gregg calls a “community of understanding.” Rather than shutting down complaints or concerns, leaders should create space for open discussions about the impact of change. “Let’s get the crap on the table, talk about it – and not worry about solving it. But keep it contained to 10 minutes max,” he advises, noting that simply allowing people to voice their concerns can significantly reduce resistance to change.
Disruptive Empathy: The New Leadership Skill
A major theme in the conversation is the concept of disruptive empathy, a term Gregg uses to describe a deeper, more active form of empathy. Unlike traditional empathy, which can sometimes be passive or surface-level, disruptive empathy requires leaders to actively seek out discomfort and challenge the status quo.
“Disruptive empathy is deeper,” Gregg explains. “It’s about prioritizing vulnerability over invulnerability, and it takes a lot of strength to show that vulnerability.” This type of leadership builds trust, which is essential for navigating teams through periods of uncertainty. Gregg emphasizes that building trust doesn’t mean simply being “nice.” It involves creating an environment where people feel safe to express their concerns and take risks.
This focus on empathy aligns with a growing body of research that suggests empathetic leadership leads to higher engagement and productivity. When employees feel that their leaders genuinely care about their well-being and are willing to be vulnerable, they are more likely to engage fully with their work.
Rethinking Comfort Zones
Contrary to the popular belief that comfort zones are barriers to growth, Gregg argues that they serve an important function. “You’re at your most productive in your comfort zone,” he states, emphasizing that comfort zones allow people to perform tasks efficiently, without expending unnecessary mental energy.
However, he also acknowledges that stepping out of these zones is essential for innovation and growth. The key, he argues, is balance. Leaders need to recognize when their teams are ready for a stretch assignment and when maintaining a degree of comfort will result in better performance. It’s also important to acknowledge that what constitutes a “stretch” will vary from person to person.
Conclusion: Leadership in an Age of Disruption
Gregg’s conversation with Lisa offers a compelling roadmap for leaders navigating today’s disruptive work environment. By shifting from traditional change management to building future-ready capabilities, embracing disruption as a tool for innovation, and practicing disruptive empathy, leaders can create environments where teams thrive, even in uncertainty.
In the end, leadership is not about having all the answers. It’s about building trust, fostering adaptability, and creating the conditions for others to succeed—even when the path ahead is unclear.
Listen to Gregg’s appearance on Beyond the Water Cooler.
Here are some key takeaways from the conversation:
- Change Management: Gregg emphasizes the importance of developing future-ready capabilities in organizations rather than focusing solely on the specifics of what the future of work might hold.
- Leadership Challenges: Leaders today need to lead teams effectively even without direct authority, which requires building trust and engaging empathetically with their teams.
- Disruptive Empathy: Gregg introduces the idea of “disruptive empathy,” which involves actively seeking discomfort and challenging hierarchies to include everyone’s experience in the conversation.
- Conflict and Disruption: He discusses the need for disruption to foster innovation and urges leaders to embrace conflict management and resolution skills to handle polarized environments.
- Comfort Zones: Gregg reframes the concept of comfort zones, noting that while stepping out of them is necessary for growth, maintaining certain comfort zones can enhance productivity.
- Psychological Safety: The importance of creating psychological safety is touched on, though Gregg suggests focusing on fostering engagement, commitment, and trust in more straightforward business terms.