Leading Through the Flames: Building Resilient Teams in Times of Disruption
In 2017, geologists studying the Nelder Grove of giant sequoias uncovered a surprising truth.
For centuries, scientists assumed that low-intensity fires were best for these towering giants; they cleared the forest floor, allowing the trees to continue thriving. But in Nelder Grove, something different happened. When a low burn passed through, the sequoias didn’t regenerate. The forest stood quiet,but there was little new life.
Then came the high-intensity fire. The kind that kills even the mighty sequoias. And what happened next was astonishing. From that devastation came 100 times more seedlings than after the “gentle” burns. The destruction was uncomfortable, but it produced the kind of rebirth the forest desperately needed. It’s a metaphor that resonates deeply with today’s leaders.
The Fires Leaders Are Facing Today
Right now, the business landscape is burning hotter than many of us are comfortable with:
AI and the Third Workforce are reshaping how work gets done, often faster than organizations are prepared to adapt.
Tariffs and geopolitical shifts are scrambling supply chains that once felt stable.
High interest rates are tightening capital, slowing growth plans, and forcing leaders to rethink investment strategies.
Shifting workforce expectations are rewriting what employees expect from leadership, culture, and career paths.
On the surface, this can feel destructive. Longstanding business models are under pressure, tried-and-true practices no longer guarantee results, and leaders are being asked to make tough calls with incomplete information. But just like the sequoias, these moments of high heat may be the very conditions that unlock the next wave of growth, if leaders know how to navigate them.
Three Ways Leaders Can Navigate the High Heat
Lean Into, Don’t Resist, the Transformation - The instinct when things get uncomfortable is to cling to what feels safe. But as Nelder Grove showed us, “low burns” don’t create real regeneration. Leaders must embrace discomfort and ask: What systems, roles, or practices have reached their end, and what new ones must emerge? Sometimes survival means letting go of old ways to make room for the new.
Redefine Your Workforce Playbook - The Third Workforce, comprising employees (W1), external partners (W2), and AI/digital coworkers (W3), necessitates new perspectives on collaboration, accountability, and culture. Leaders who pause to re-map their workforce and clarify who (or what) is doing the work will be in a stronger position to harness change rather than be surprised by it.
Prioritize Relationships Over Transactions - When the heat rises, it’s tempting to focus narrowly on efficiency and survival. However, the leaders who will emerge stronger are those who double down on human connection, build trust, amplify communication, and strengthen their networks. Called the Return on Relationship (RoR), it’s often the differentiator between organizations that endure disruption and those that collapse under it.
The Choice Ahead
The sequoias of Nelder Grove remind us that what appears to be devastation can actually be the catalyst for transformation. Today’s challenges, including AI disruption, tariffs, interest rate fluctuations, and workforce shifts, are not easy. They are high-heat moments.
But history, science, and leadership wisdom all tell us the same thing: if we have the courage to step into the fire, the growth on the other side may be more abundant than we imagined.
The question for leaders is simple: What old growth are you willing to let go of, so that the future can take root?
ABOUT THE AUTHOR
Jeff Lupinacci spent the last 25 years at some of the world's best-known companies, such as Intel Corporation and Kimberly-Clark. His career spans key executive roles such as Chief Learning Officer, Chief Talent Officer, and Chief Integration Officer. After a successful corporate career, Jeff turned his focus to his true passion—serving the overworked and under-resourced HR profession.
Beyond his corporate success, Jeff is a sought-after speaker and thought leader, with his insights featured in leading publications such as CFO Europe, Nikkei Business Magazine, and Baylor Business Review. In addition to his business leadership, Jeff is an adjunct professor at Baylor University, where he teaches Human Capital Management for the Executive MBA program and leads the HR Strategy and Analytics capstone for undergraduates.
Jeff is the best-selling author of The Talent Advantage: A CEO’s Journey to Discover the Value of Talent. He lives in Dallas, Texas, with his wife and two doodles.