The ‘Mindshift’ CEOs Can’t Ignore
It’s impossible not to see the barrage of once-in-a-generation global disruptions affecting companies, markets, society and their supporting ecosystems. The U.S. Presidential elections, Brexit, Covid-19, climate-related events, conflicts and wars, generative AI, spatial and ambient computing—these are just some of the standout disruptive events to arise in the past eight years. And yet, event after event, life has an elastic way of snapping back into business-as-usual. As disruptions and technology accelerate, leadership frameworks and mental models must also adapt. The greatest CEOs of the future won’t just lead companies to growth and consistent quarter-to-quarter performance, they will effectively navigate disruption and become architects of transformation.
In today’s volatile, uncertain, complex and ambiguous (VUCA) environment, disruption is relentless. But this challenge carries a profound opportunity: the chance to not merely react to change, but to shape it.
Vinod Khosla famously warned, “Most businesses have no clue what is about to hit them in the next 10 years when most rules of engagement will change.”
Khosla is warning leaders to prepare for unforeseen disruptions, to look ahead to prepare for the future. CEOs and other leaders need a mindshift: a transformative change in how they think, lead and act.
This is the central premise of my book, Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future. Let me share what it means to adopt a mindshift, why it’s imperative and how you can inspire your teams to follow.
Peter Drucker, widely considered the father of modern management, emphasized the importance of adapting to change: “The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.”
In the past, leadership hinged on mastering processes and managing operations. Leaders often default to legacy mindsets that tether their organizations to outdated ways of thinking. These habits persist even as customers, markets and technologies evolve.
Consider how the pandemic revealed cracks in “business as usual.” From remote work to global supply chain disruptions, traditional models crumbled under stress. Yet some leaders thrived by transforming their perspectives. Those CEOs who embraced disruption as a catalyst instead of a catastrophe found themselves better prepared for the long game. And this long game is one that’s will only continue to shift and evolve.
Leaders need a new mindset, a new way of thinking. It’s about anticipating trends and crafting new paths forward.
A “mindshift” represents a transformative shift where you start to see something in a new light or from a fresh perspective. This moment involves the capacity to learn and unlearn, sparking creative responses to change. A mindshift rewires your inputs, expands your horizons and sparks a sense of renewed purpose, driving leaders to abandon comfort zones and reimagine possible outcomes. Mindshifting isn’t just an epiphany but a deliberate approach to adapt and thrive in a constantly evolving world.
Acquiring a mindshift is not a one-time event but a way of leading—a lens and framework through which you can approach the future with purpose and curiosity, to not just adapt but invent new possibilities and outcomes.
A beginner’s mind, or Shoshin, is rooted in Zen Buddhism. It emphasizes the importance of maintaining a fresh perspective and willingness to learn, even in familiar territories. Zen master Shunryū Suzuki Roshi described it this way: “In the beginner’s mind there are many possibilities, but in the expert’s mind there are few.”
A beginner’s is a powerful mindset that encourages leaders to approach situations with openness, curiosity and a lack of preconceptions, regardless of their level of expertise and experience.
It’s human nature to cling to what we know. Yet, as Alvin Toffler once famously said, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn.” Approach challenges with a beginner’s mindset, shedding assumptions and welcoming fresh insights.
CEOs like Jim Farley at Ford exemplify this principle by rethinking dealership models in response to Tesla’s disruptive approach to selling vehicles directly to consumers.
In times of rapid innovation, wonder isn’t just a sentiment—it’s a strategy. Stay curious about emerging technologies and trends. For example, the rise of GenAI tools such ChatGPT, Claude, Gemini and Meta.ai, are redefining work, possibilities and potential outcomes. CEOs who explore these shifts beyond literacy with curiosity rather than skepticism or a business-as-usual mindset position their organizations to seize opportunities.
Bold CEOs must challenge their conventions and explore how emergent technologies and trends will potentially disrupt their foundational assumptions about their businesses.
Innovation thrives in environments where employees feel free to share bold, even unconventional ideas. The aim is to create spaces where diverse perspectives flourish, and where failure is seen as a step toward improvement.
“Low levels of psychological safety can create a culture of silence,” says Amy Edmondson, Novartis Professor of Leadership at Harvard Business School and author of The Fearless Organization. She continued, “They can also create a ‘Cassandra culture’—an environment in which speaking up is belittled and warnings go unheeded.”
Edmondson’s research has shown that psychological safety directly correlates with team performance and innovation. It ignites the kind of creative thinking that can drive breakthrough innovation.
To lead against the unknown, you have to be willing to disrupt yourself. Drucker emphasized individual accountability in transformation, “You cannot manage other people unless you manage yourself first.”
To ignite a mindshift in others, embody it yourself. Model the behaviors you want to see, whether that’s experimenting with AI tools, engaging in thoughtful debates or reevaluating outdated processes. When your team sees you embracing change, they’ll be more likely to follow suit.
A growth mindset, popularized by psychologist Carol Dweck, is the belief that abilities and intelligence can be developed through dedication, learning and effort. This mindset contrasts with a fixed mindset, where individuals see their talents as static traits. A growth mindset empowers individuals and organizations to embrace challenges, persist through obstacles and view failures as opportunities to improve.
CEOs who cultivate a growth mindset in themselves and their organizations unlock a culture of resilience and transformation.
So celebrate effort and resilience over static achievement. Encourage your teams to view challenges not as roadblocks but as invitations to grow. Recognize and reward creativity and courage, even when they lead to unexpected results.
As leaders, we often focus narrowly on metrics like quarterly earnings or market share. But they only tell part of the story and can hold companies back from seeing the potential for exponential progress and outcomes in new directions. A true mindshift involves redefining success to also include resilience, adaptability, and the ability to inspire others to innovate. This approach not only ensures short-term performance but also prepares organizations to thrive long-term in an ever-evolving landscape.
Research by Deloitte reveals that adaptable companies—those willing to pivot in response to change—are 1.7 times more likely to be top performers.
Great CEOs don’t just shift their own mindsets—they empower their teams to do the same. Leadership isn’t about solving every problem yourself but about inspiring others to contribute their ideas and energy. When teams experience a collective mindshift, they transform into a culture of perpetual innovation.
One of my favorite examples comes from Tuff Shed, a manufacturer of outdoor structures. During the pandemic, the company pivoted to market its sheds as home offices and remote learning spaces. This shift not only saved jobs but set sales records, because leadership didn’t just adapt, it inspired a culture of adaptability.
We are living through what I call a Ctrl+Alt+Delete moment. This isn’t just about rebooting—it’s about choosing how we reboot by reimagining what’s possible. Leaders must recognize that the world is not returning to “normal.” Nor should it.
As we stand on the cusp of the AI-first era with further disruptions on the horizon, the need for courageous, visionary leadership has never been greater. CEOs who embrace the principles of mindshifting will do more than navigate change—they’ll define it. And in doing so, they’ll shape their companies and the future of industries, markets and societies.
The question isn’t whether change will come, but how you will meet it. The time to embrace your mindshift is now.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
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General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
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