Most leaders do not need another report to tell them the world is changing. They feel it every morning when they open their inbox. In the fall of 2025, I brought that reality directly into the classroom when I taught a new MBA course I had developed at Iowa State University called “Leading Through Disruption and Change.”

Early on in the class, I asked the students a deceptively simple question: “Where are you experiencing disruption right now?”

The response was immediate and overwhelming. Stories poured out. Students described industries being reshaped by artificial intelligence, markets destabilized by geopolitical shifts and careers repeatedly redefined by reorganizations and automation. Many also spoke about how the constant churn of change had spilled into their personal lives, leaving little untouched.

What surprised me was not the volume of disruption but the urgency behind it. These were not abstract academic concepts. They were lived experiences. That same urgency appeared everywhere I spoke throughout the year on university stages, inside organizations and at leadership forums. People were not asking whether disruption was real. They were asking how to survive it, how to use it and sometimes how to simply breathe within it. The collective response revealed one of the most important leadership lessons of 2025. Everyone feels the accelerating pace of change.

I flashed back to January 2025, when my first Business Record “On Leadership” column of the year focused on thriving in the age of disruption. I argued that leaders while technical competence and industry expertise still mattered, what would increasingly set effective leaders apart were human-centered skills that shaped how they connected, adapted and inspired others in uncertain conditions. Leaders would need new capabilities such as mental agility, comfort with ambiguity, learning-centered planning and a willingness to challenge assumptions.

The leaders I interviewed for that column echoed the idea that disruption was no longer just operational; it was emotional. They also suggested that the skills needed to lead could be learned and developed.

Nola Cartmill, chief diversity officer and legal counsel at Holmes Murphy, challenged the way leaders think about urgency. Urgency burns people out, she explained, but purpose aligns them. Adam Kaduce, president of R&R Real Estate Advisors, emphasized the contagious power of genuine passion, saying leaders who show authentic enthusiasm create energy others want to follow. Erin Kiernan, then an anchor and reporter at WHO television, reminded us that chaos requires consistency; in turbulent environments, people need transparency, empathy and cultural anchors they can rely on. Bob Riley, chairman of Riley Resource Group, spoke about building resilience through intentional small waves of disruption, giving teams opportunities to practice adaptability before crisis demands it. Emily Webb, in-house counsel at Wiz, Inc., warned against clinging to past successes. No one can see around corners, she said, urging leaders to choose curiosity over nostalgia.

Their insights were reinforced in research published throughout the year. Harvard Business Review’s article, “5 Key Skills to Lead Thorugh Disruption,” described the current moment as the biggest disruption leaders have faced in decades and called for emotional grounding, continual learning and the ability to hold competing truths at once. Forbes contributor Maureen Metcalf wrote in “Six Emerging Leadership Shifts And How To Leverage Them In 2026,” that human-centered leadership is now a competitive advantage rather than a soft skill. Research from the International Institute for Leadership Development highlighted relationship building, agility, innovation and critical thinking as essential competencies for modern leaders. Together, these findings point to a clear shift in how leadership will work in the future. Authority alone no longer stabilizes organizations. Connection does.

As we move into 2026, the learnings from this year can be further distilled into three powerful lessons:

• Human-centered leadership is no longer optional. Empathy, purpose and authenticity are strategic necessities.
• Adaptability must be built intentionally rather than assumed. Leaders who help teams practice change before crisis hits create confidence and resilience.
• Purpose remains the stabilizing force in a destabilized world. It focuses energy, clarifies decisions and protects against burnout.

Disruption will not slow down in the year ahead. Artificial intelligence will continue to accelerate. Global systems will keep realigning. The demands placed on leaders will only grow more complex. But 2025 delivered a clear lesson. The answers leaders seek will not come from outrunning disruption. They will come from leading more humanly within it. When leaders combine technical competence with empathy, strategy with curiosity and urgency with purpose, they stop reacting to change and become the grounding presence their teams trust.

I asked leaders to share some of the biggest changes or disruptions their industry or organization faced this year and the skills they relied on most to navigate them.

Miriam De Dios Woodward, president and CEO, De Dios Consulting

This year brought a rapid rise in demand for Spanish-language support, deeper interest in Latino market growth strategies, faster adoption of digital tools and services and increased use of AI to drive efficiency and enhance the customer experience. These shifts are showing up directly in client engagements, where leadership teams are focused on differentiating their organizations, reaching new Latino audiences, strengthening community impact and delivering more seamless and culturally relevant experiences across digital and in-person channels. As a result, more organizations recognize this work as fundamental to future growth and competitiveness.

Navigating these changes has required strategic thinking and planning, a growth mindset and strong bilingual and cross-cultural communication, along with the ability to turn strategy into clear, actionable steps and disciplined execution. Integrating AI into day-today workflows, alongside clients, has reduced time spent on routine tasks, strengthened decision-making through better insights and freed capacity for higher-impact work.

Izaah Knox, CEO, Urban Dreams

This year, Urban Dreams adapted to changes in community needs while remaining committed to our mission of removing barriers for underserved and underrepresented populations. Demand increased for our adult and youth workforce development, mental health support, our food pantry, and more. We have also stepped up to address the workforce housing gap in our community.

The main challenge was not a single crisis, but the combined effects of economic uncertainty, rising food insecurity and the complex needs of those facing our community. Addressing these issues required collaboration, innovation and proactivity.

Leadership, grounded in clarity and data, guided me through these challenges. I prioritized gaining a better understanding of our community’s current needs through conversations from grassroots to grasstops. Then, I focused on initiatives that provided the greatest benefit to people and the community, even if it meant declining some opportunities. Empathy and high standards keep me mission-driven, resilient, forward-looking and optimistic.

Mandi McReynolds, VP, external affairs and customer advocacy, chief sustainability officer, Workiva

The biggest disruption in 2025 wasn’t just the arrival of AI, but the pressure it put on trusted data unity across all C-level leaders. As AI moved to the forefront for critical business decisions and into the background for automating jobs to be done, the foundation of every company’s data came under intense scrutiny. To manage risk and build stakeholder trust, the CFO, CIO and CSO have formed a critical triad.

A recent Workiva survey shows only one-third of professionals who use AI trust the data feeding it, but confidence nearly doubles when strong controls are in place. This is why we, as leaders, must connect the dots across finance, technology and sustainability, ensuring every decision is based on auditable data. This pragmatic approach, fueled by crossfunctional collaboration and trusted data governance, is the only way to realize true value and build a profitable, resilient business.

Emily Schmitt, chief administrative officer and general counsel, Sukup Manufacturing Co.

Despite a cautious ag market, Sukup used this past year to invest in employee training, improve data quality and align our company strategy. We know that relationships are what matter most. When markets shift, technology advances and international political efforts fluctuate, uncertainty follows. In those moments, prior investment in relationships reveals its true value – connections endure. That’s our Sukup Standard: each person is treated as a human being. You see that when we sit down face-to-face with every employee, provide an on-site health clinic or help bring much-needed child care to the community. We take our words and put them into action; proof it’s more than a phrase. And in a year with a shifting landscape, we stayed resilient, navigating through the challenges and embracing new opportunities for growth and innovation. It’s a chance to embrace whatever changes we need to meet difficulties with confidence and with purpose.

David Stark, chief of government affairs and philanthropy, UnityPoint Health

The most impactful change in health care was the passage of the One Big Beautiful Bill Act (OB3). Navigating this federal legislation demanded resilience and clear communication. Translating 34 different health care provisions into practical impact was essential, which included radical transparency with our stakeholders regarding the impact and our response. A steady commitment to our purpose anchored us, allowing leadership to turn uncertainty into progress.n