A “Radical” Approach for an Unpredictable Future

In unpredictable times. The best leaders look within and strengthen the human element to boldly lead into the future, writes Ahmet Bozer.

Today’s leaders are playing on a game board no one has ever seen before. Change defies prediction, and the stakes are existential. Yet within this turbulence lies the opportunity to create an unwritten growth story — one that takes root in the self, flows through to transform the organization and uplift society. It’s a growth story that goes beyond metrics, where performance flourishes in harmony with humanity. 

For nearly four decades, neoliberal economic policies shaped the landscape for global growth. Toward the end of this period, the role of leaders grew increasingly complex as concerns about the environmental and social footprint of business intensified. Technological developments, such as mobile and social connectivity and Web 2.0, were transforming the way businesses interacted with their customers, employees and stakeholders. 

That world, now, looks almost stable compared with what we are facing today. The technological revolution unfolding before our eyes, most visibly through rapid advances in AI, poses existential threats. At the same time, growing uncertainty about the global economic and political order, along with increasing polarization, is adding new layers of complexity. 

Inside organizations, these forces translate into constant disruption and a sense of unease. Leaders are left with more questions than answers. Eighty percent say the pace of change now exceeds their organization’s ability to adapt. This moment requires more than strategy; it calls for reimagining the kind of leadership needed to transform turbulence into renewal. 

A radical response

The word radical is often used to describe something sweeping or drastic. Yet its deeper nuance lies in its origin: from the Latin radix, meaning “root.” What seems drastic is, in fact, the result of reconsidering an issue at its root — and that’s precisely where reimagining leadership must begin. 

The most basic question any organization can ask is why it exists — the organization’s purpose. While many enterprises have articulated their purpose, research shows that most still struggle to express it meaningfully. 

A purpose statement is more than a feel-good slogan. It weaves together vision, strategy, culture, and operations. When these elements connect into a coherent framework that truly resonates within the organization, it becomes a living source of guidance. The more inclusive and collaborative the process of defining it, the stronger the foundation will be. The task then is to ensure that this framework guides everyday decisions and behaviors. 

This brings us to another radical move: returning to the timeless wisdom of leadership. Andrew Carnegie once said, “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.” 

Human potential remains the greatest resource available to leaders. It’s often underutilized and can never be depleted. Unleashing more of it is a defining act of leadership, especially in times of uncertainty and turbulence. 

Unleashing human potential 

At the radix of a thriving culture is a word that doesn’t fit easily into the corporate vocabulary: love. Too often, love is dismissed as sentimentality or misplaced softness. Yet, in its truest form, love is an enduring attraction that brings out the best in people. 

Love isn’t limited to human relationships. It can be felt toward an organization’s purpose, vision, products or one’s craft. When it permeates an organization, it fuels connection and elevates performance. It also nurtures the values that help weather any storm: integrity to discern right from wrong in unseen situations; courage to act when outcomes are uncertain; curiosity to fuel innovation; and humility to grow. 

A leader’s job is to catalyze such a climate by embodying that attraction. Contrary to the common perception that leadership is outward-facing work, this kind of influence begins within — through introspection that strengthens one’s own connection to purpose, allowing that conviction to flow outward authentically. 

Overcoming challenges 

Transitioning into this new era will inevitably bring daunting challenges. Viewing them not as interruptions to progress but as the path to it will be a true display of leadership. A principle that underpins this mindset is what I call a smart bias for positivity — not naïve optimism, but always keeping a sharp eye out for the positives in people, situations and building on them. 

I recall a meeting during an economic downturn that still stands out. Anxiety was running high because my team knew that blaming external factors for missed goals wasn’t accepted easily in our culture. Yet I trusted their dedication and judgment completely. By sharing that trust and acknowledging the external pressures, the mood shifted — from anxiety to focus, from fear to determination.

Maintaining a smart bias for positivity isn’t always easy. Leaders face the same psychological burdens as everyone else. Yet, they bear the responsibility to carry that burden better than others.  

Years ago, while in a leadership role, a colleague told me that associates had noticed — just from the way I looked in the cafeteria — that something concerning was going on and had begun to speculate about it. That moment reminded me how easily a leader’s emotional state can ripple through an organization. It also underscored a fundamental truth: leadership begins with managing one’s own psyche. 

The common denominator to everything we’ve explored — purpose, potential, and positivity — is how leadership activates human genius. When it does, its influence naturally extends far beyond the boundaries of business. 

Beyond business 

The unwritten growth story of our times will be authored by those who make their organizations more human. In doing so, they will touch the lives of their employees, stakeholders, and the wider society in ways that reach further than they may ever imagine. 

In today’s unprecedented circumstances, this dynamic makes leadership both more demanding and more rewarding. For leaders willing to rise to this moment, the greatest transformation may be their own.

Written by: Ahmet Bozer, renowned global leadership thought leader and former president of Coca-Cola International, for SmartBrief.