It is human nature to envision the future as a modified slice of the recent past. Thus, we expect the contours of the path ahead to look somewhat different but remain largely familiar and therefore comfortable. The last 50 years of relative stability have reinforced this myopic and narrow aspect of human expectations, rendering us ill prepared to address the changes ahead.

There is a term for prolonged and merciless disruption; it’s called transformation, and these are indeed transformative times. Like trying to see the forest when standing amongst the trees, it is hard to comprehend these persistent disruptions and resulting daily struggles as components of something much greater and much more consequential. But they are, in fact, monumental.

Transformational change is many things. It is exhilarating for its potential, terrifying for its uncertainty, and demanding for the perpetual vigilance and agility it commands. The one thing it is not is new. Today, changes long visible on once distant horizons are now upon us. They bring with them both the promise of grand achievement and the potential perils that befall those who fail to acknowledge change and adapt. The measure of each, to a great degree, will depend on how we respond both as individuals and, perhaps most importantly, as a global community.

by Morgan Christen

n the past year, I prepared and delivered remarks for the memorial services of two very dear friends. Not just dinner companions, traveling buddies or co-workers—though they were all of those things. These were truly dear friends, people who formed part of my foundation and whom I knew I could call anytime for perspective and encouragement. I never doubted that they were in my corner.

Both of these friends were very accomplished people, and I admired the traits they had in common. I marveled at their stamina, their curiosity, and their perseverance. One rode out the Great Alaska Earthquake and was a trailblazer in the legislature, even though she served at a time when women were rarely welcomed. Her courage inspired others. My other friend overcame extreme childhood poverty and, for a time, homelessness. He went on to summit Denali, earn a law degree, and eventually become a judge. I admired my friends’ strength because both of them found their own way. Neither of their families had been able to help them with their education or during the early years of their careers, but they pushed forward, inch by inch, and distinguished themselves in their respective fields. They were optimistic, hardworking, and persistent.

by Keith Baldwin

allup’s five decades of employee engagement surveys continue to show disengaged team members leave their best efforts at home. Their 2022 “State of the Global Workforce” report shows just 32 percent of U.S. employees are engaged while 51 percent are disengaged and 17 percent are actively disengaged.

Unfortunately, I used to fall somewhere between disengaged and actively disengaged. I didn’t leave the house thinking, “I hope I suck at work today.” Yet there I was, standing around with co-workers bad-mouthing management. After 10 years at the same company, I found myself spiraling into depression, wishing I was anyplace but the office.

he idea of “safety” in the workplace has come a long way from practicing routine fire drills, securing your belongings at your desk during the workday, or changing your password every 90 days. Throughout the last few years, the term “psychological safety” has gained ground as a concept and best practice as leaders strive to connect to their teams and peers on a deeper level.

Psychological safety is the ability to show up and be yourself without the negative consequence of judgment from those around you. It can be defined as a shared belief that the team environment or culture fosters safety to take intrapersonal risks in the workplace. As I have grown throughout my own management career, I have often felt like psychological safety was a critical component to developing an environment for high performing teams to move fast, be thoughtful, and fail (upwards) without fear.

by Zovig Garboushian

hen I began my coaching business, I was deeply concerned about how to make it work, how to find clients, and how to make money. As a solopreneur, everything was on me. I had to make it work because I had left a high-paying job, with benefits and security, for a bigger purpose. At the time, every potential client conversation felt high-pressure; if they didn’t become my client I felt as though I had failed.

My system wasn’t productive. While it’s true one can’t have a business without making money, my all-or-nothing mindset wasn’t serving me. I couldn’t relax into the purpose of my work to let that drive me. Instead, I was being driven by the idea of success and doing it well, doing it right.

I was operating from scarcity.