Navigating leadership in a time of transformation

Published 21 July 2025

Adaptable leadership has never been more critical. Leaders must combine agility with foresight to navigate uncertainty successfully, whether leading through a strategic shift or responding to disruptive market forces.

The greatest challenge lies in balancing progress and innovation against the pursuit of perfection. Unfortunately, a risk-averse mindset often hampers the qualities needed for sustained success: calculated risk-taking, experimentation, and learning from failure.

In my role, I’ve seen firsthand the power of embracing this balance. My journey through change management has taught me the value of a “fail-forward” mindset that reshapes our approach to innovation and growth while keeping customer needs at the forefront.

The Dual Role of Trust

Trust is the foundation of effective leadership in times of change. When employees feel empowered to take calculated risks and see setbacks as learning opportunities, it unlocks innovation and agility.

Trust must be actively rebuilt during organizational shifts. Beyond transparent communication, leaders should reinforce their commitment to employees by recognizing contributions, celebrating resilience, and providing growth opportunities. Inviting employees to shape the organization’s future fosters a sense of ownership and partnership, while consistent feedback and open dialogue help employees feel valued and connected.

Externally, trust is equally vital for strong customer relationships. Just as internal trust drives innovation, transparent communication and consistent delivery strengthen customer loyalty, even during periods of change. Companies build enduring relationships by openly sharing values and striving to improve, as well as by encouraging customers to explore new solutions and maintain engagement.

Attempting to Balance Agility and Innovation

Balancing agility and innovation can be challenging in industries that have traditionally valued stability. However, leaders must be willing to launch initiatives that may be 80% ready, trusting their teams to gather feedback and iterate along the way.

Leaders can model this behavior by sharing their own initiatives that are still in progress, demonstrating a genuine “lead-by-example” approach. This transparency ensures that teams see agility as an organizational priority, not just lip service.

Empowering teams to experiment with new ideas and move quickly ensures that the organization stays ahead of market trends. Agility can also be achieved by rethinking timelines and adopting parallel or series-based approaches, where activities progress simultaneously.

By planning projects from a “right-to-left” perspective — working backward from end goals — leaders can add speed to adaptability to unexpected changes.

Empowering Teams to Embrace Change

Driving progress during transformations requires leaders to be transparent, inclusive, and celebratory. Transparency involves communicating the “why” behind changes and ensuring that everyone understands the goals. Including employees in the process builds buy-in, and celebrating small wins keeps morale high.

Leaders with a growth mindset encourage their teams to view mistakes as learning opportunities. This cultural shift ensures that teams are empowered to take risks, iterate, and remain adaptable to changing customer needs

Breaking Down Silos and Promoting Collaboration

During organizational change, collaboration across departments is essential. Leaders can break down silos by creating opportunities for cross-functional teams to work together and understand each other’s strengths. Simple exercises, like puzzle-solving workshops, can promote collaboration and build trust.

Encouraging this horizontal mindset can unlock new potential for innovation and efficiency. By aligning goals across functions and fostering cross-departmental accountability, leaders can break free from traditional siloed approaches and build a more cohesive, integrated organization.

Clear communication of priorities and decision-making processes also proves key. When everyone knows the direction and purpose, confusion is minimized, and trust in leadership grows. Establishing a feedback culture helps teams continuously improve and work toward common goals.

Jenn Solcz is the vice president of PPG’s protective and marine coatings business for the United States and Canada region. With more than two decades of experience, she guides the business to deliver high-performance solutions.

Originally published in Coatings Pro Magazine.