What can AI, an arctic front, and lightning rods teach us about leadership?
This week I’ve noticed in myself a baseline of anxiety associated with the upheaval of our federal government.
The news kept pouring in: federal funding cuts, federal worker resignations, USAID, colonial aspirations for Gaza, Greenland, and Panama. Leaders who wish to deconstruct the very agencies they are appointed to lead. My special educator self cringes as positions and programs in support of diversity, equity, and inclusion are cut. I fear that the rollback of Title IX protections is establishing a new acceptable prejudice. And perhaps most chilling of all is the use of artificial intelligence to make these cuts to federal spending.
Regardless of your political persuasion, whether you agree or disagree with these federal policy actions–most troubling to me was how the president implemented these changes. It appears that our constitutional separation of powers is simply an afterthought. My son is in a high school civics class, and he can explain to me that our legislative branch uses its power to create laws and spend money, that the executive branch uses its power to enforce laws, and the judicial branch interprets laws.
High School civics aside, I noticed myself carrying an inordinate amount of anxiety. I could feel it amplified when friends or loved ones told me how their lives would be impacted by federal funding freeze:
Loss of payments for families of children with disabilities to receive therapeutic services.
A federally funded researcher putting aside cutting-edge environmental research in an effort to protect their job.
Our state department of ecology is uncertain about the fate of $50 million in federal funds targeting water quality and toxic site cleanup.
Patients unable to access medications in the middle of their clinical trial.
Leaders of non-profit organizations are uncertain what will happen to their federal funding.
Our weather also received the chilling message from the executive branch, and has gifted us a frigid, snowy week here in Bellingham. I found myself taking more time to go outside, feeling grounded by the cold, refreshing air. I allowed myself to simply breathe and listen to my boots crunching ice and squeaking on snow. I could feel a deeper reality emerge. Deeper than the pundits and their analysis from both sides about upheaval in our government. Deeper than the to-do lists in my journal. Deeper still, than my concern for launching a successful business. I touched on an insight of what really matters–what’s essential for so many of the children and families I have worked with: connection and joy.
I continued this reflection by listening to Thomas Hübl’s talk about our nervous system. He describes how a well-regulated nervous system can be a “lightning rod for stress.” Just as a lightning rod on a house directs lightning into the ground, a grounded, fully present leader receives the stress and anxiety around them, directs it into the earth, and creates soil. Soil that can be fuel for our personal development, or that of our organization.
What’s a leader to do during these uncertain times?
Connect with your people and receive what they are sharing with you. Understanding their concerns, anxieties, and on-the-ground realities provides crucial insights for decision-making. For example, you could hold regular "listening sessions" where employees can openly share their thoughts and feedback, which you then use to adjust communication strategies or address specific team needs.
Acknowledge the uncertainty. Openly admitting that you don't have all the answers builds trust and allows for collective problem-solving. For instance, you could say, "We are facing unprecedented challenges, and while I can't predict the future, I can commit to keeping you informed every step of the way," fostering a sense of shared experience and reducing anxiety.
Focus on what you can control: Focusing on actionable tasks within your control provides a sense of progress and reduces feelings of helplessness. For example, if funding conditions are uncertain, you might shift the team's focus to improving internal processes or strengthening workstreams that are still supported: areas where they can make a difference.
Be real. Be human. Authenticity fosters connection and demonstrates that you are also navigating the uncertainty, just like everyone else. Continue to celebrate successes, recognize contributions and foster a positive work environment. Consider how you might help your team grow and develop their skills–increasing their sense of security and employability.
Affirm what is essential to your organization. Times of change force a re-evaluation of priorities, allowing you to focus on the core values and mission that truly matter. This provides a sense of purpose and can help guide decision-making during uncertain times. This is a perfect time for clarifying conversations about who you are and what you do.
Adapt: Develop contingency plans for different scenarios, including worst-case funding cuts. This will allow you to respond quickly Prioritize the essential programs and services that are the core functions of your organization and focus resources on maintaining those critical areas.
Advocate: Share publicly the good work that you are doing with your community and with allies. Educate elected officials about the potential consequences of funding cuts and advocate for policies that support your organization's mission. Partner with other organizations and stakeholders to amplify your voice and increase your influence.
What can AI, an arctic front, and lightning rods teach us about leadership? They reveal the critical importance of grounding, connection, and adaptability in times of profound change. Just as an arctic front brings a stark shift in temperature, and AI reshapes the landscape of our work, so too can external forces disrupt our organizations and communities. Like a lightning rod, a grounded leader absorbs the shock of these changes, channeling the energy into something productive. They foster connection within their teams, acknowledging anxieties and uncertainties while focusing on actionable steps. They prioritize what truly matters, reaffirming core values and mission, and adapt to the ever-shifting environment. This isn't just about weathering the storm; it's about using the energy of change to cultivate growth and resilience.
Now, more than ever, we need leaders who embody these principles. Leaders who listen deeply, act decisively, and inspire hope. This is not a call for blind optimism, but a call for courageous action.
I challenge you: Identify one concrete step you can take today to strengthen your leadership in one of these key areas: connection, focus, or adaptation.
Will you schedule a listening session with your team?
Will you revisit your organization's core values?
Will you begin developing a contingency plan?
The choice is yours. The future of our organizations, our communities, and the quality of our democracy, depends on the choices we make today. Let's choose to lead with grounding, connection, and adaptability.
And I'd love to hear what challenge feels most critical to your leadership right now? Share your thoughts and let's learn from each other.