Embrace discomfort: The new imperative

The world as we knew it is gone.

Geopolitical tensions, trade wars, tariffs, and the resurgence of the Trump administration are accelerating changes at an unprecedented pace.

The first days of Trump administrative orders has shake the world in many ways and prompt the media all over.

In this new era, leaders must confront an uncomfortable truth: the comfort zone that once sustained them is no longer a viable option.

The call to "get out of your comfort zone" has never been more urgent.

Now is the time for leaders to embrace discomfort—not just as a personal challenge, but as a strategic necessity.

The End of Certainty

For decades, leaders operated in a relatively stable global environment.

Trade flowed smoothly across borders, alliances were predictable, and economic growth seemed almost guaranteed.

But today, uncertainty reigns.

Geopolitical tensions between major powers like the United States, China, and Russia have created a volatile landscape where old rules no longer apply.

Trade wars, tariffs, and sanctions have disrupted supply chains, forcing companies to rethink their strategies.

Meanwhile, domestic politics—whether it's the rise of populism or the return of figures like Donald Trump—are adding layers of complexity to an already unpredictable world.

Leaders who cling to the past, hoping for a return to "normal," will find themselves ill-prepared for the challenges ahead.

The global order is being rewritten, and those who resist change will be left behind.

To thrive in this new reality, leaders must first accept that the world they once controlled is gone. Only by embracing discomfort can they lay the foundation for success in the future.

Why Discomfort is Necessary

Discomfort is often seen as something to avoid, a signal that something is wrong.

But in times of rapid change, discomfort is not a sign of failure—it's a sign of growth.

When leaders step outside their comfort zones, they open themselves up to new ideas, perspectives, and opportunities.

They become more adaptable, more resilient, and better equipped to navigate the uncertainties of the modern world.

In the context of geopolitics and trade, discomfort forces leaders to question assumptions they may have held for years.

For example, the assumption that free trade agreements will always benefit their businesses may no longer hold true in a world of rising tariffs and protectionism.

Similarly, the belief that international alliances are stable and reliable may be challenged by shifting political dynamics.

By embracing discomfort, leaders can begin to see these challenges not as threats, but as opportunities to rethink their strategies and build stronger, more resilient organisations.

Jim Collins called it Productive Paranoia. The way of thinking that everyone can be disrupted tomorrow.

The Foundation Work Leaders Must Take

To prepare for the future, leaders need to take deliberate steps to embrace discomfort and position their organisations for success.

Here are the key areas where foundational work must begin:

1. Cultivate a Culture of Adaptability

Adaptability is the most valuable asset a leader can cultivate.

This starts with fostering a culture where employees feel comfortable challenging the status quo and experimenting with new ideas.

Leaders must encourage risk-taking and reward innovation, even when it leads to failure.

By creating an environment where discomfort is normalised, leaders can ensure their teams remain agile and responsive to change.

At the same time, leaders must lead by example.

They must be willing to admit when they don't have all the answers and be open to learning from others.

This requires humility—a trait that is often undervalued in leadership circles.

But in a world where the rules are constantly changing, humility is essential.

It allows leaders to stay curious, ask the right questions, and seek out new perspectives.

2. Reassess Global Strategies

The geopolitical landscape is shifting, and leaders must reassess their global strategies accordingly.

This means rethinking supply chains, partnerships, and market entry strategies in light of rising geopolitical tensions and trade barriers.

Leaders should consider diversifying their supply chains to reduce dependency on any one country or region.

They should also explore new markets that may offer opportunities for growth, even if those markets come with higher levels of risk.

Additionally, leaders must be prepared to engage in difficult conversations with governments and other stakeholders.

In a world of increasing nationalism and protectionism, leaders will need to navigate complex political environments and advocate for policies that support their businesses.

This requires building strong relationships with policymakers and staying informed about the latest developments in global affairs.

3. Invest in Resilience

Resilience is the ability to withstand and recover from shocks.

In a world of geopolitical instability, resilience is more important than ever.

Leaders must invest in building resilient organisations that can weather disruptions in the global economy, whether it's a sudden spike in tariffs or a breakdown in diplomatic relations.

This starts with ensuring that the organization has the financial resources to weather short-term crises.

Leaders should maintain healthy cash reserves and diversify revenue streams to reduce exposure to any one market or product line.

They should also invest in technology and infrastructure that can help the organization operate more efficiently and respond quickly to changing conditions.

But resilience isn't just about financial strength.

It's also about building a workforce that is capable of adapting to change.

Leaders must invest in training and development programs that equip employees with the skills they need to succeed in a rapidly evolving environment.

This includes technical skills, such as data analysis and digital literacy, as well as soft skills, such as emotional intelligence and cross-cultural communication.

4. Engage in Scenario Planning

One of the most effective ways for leaders to prepare for an uncertain future is through scenario planning.

This involves imagining different possible futures and developing strategies to address each scenario.

By thinking through potential risks and opportunities in advance, leaders can ensure that their organisations are better prepared to respond when disruptions occur.

Scenario planning should be a collaborative process that involves input from across the organization.

Leaders should engage with experts in various fields, including geopolitics, economics, and technology, to gain a deeper understanding of the forces shaping the future.

They should also involve employees at all levels of the organization, as they may have valuable insights into how changes in the external environment could impact day-to-day operations.

To create scenarios, is important to step out of day to day work and take seriously reflection time. Get some peers to discuss and find some common lines of thinking.

5. Build Coalitions

Finally, leaders must recognise that they cannot navigate this new world alone.

In a time of rising geopolitical tensions and trade barriers, collaboration is more important than ever.

Leaders should seek out opportunities to build coalitions with other businesses, governments, and civil society organisations.

These coalitions can help amplify the voice of the business community and influence policy decisions that affect the global economy.

Building coalitions also requires leaders to think beyond their own interests and consider the broader societal impacts of their actions.

In a world where issues like climate change, inequality, and human rights are becoming increasingly important, leaders must demonstrate that they are committed to making a positive difference.

By aligning their business strategies with broader societal goals, leaders can build trust and strengthen their relationships with key stakeholders.

Embrace Discomfort, Embrace the Future

The world is changing faster than ever before, and leaders who cling to the past will be left behind.

To succeed in this new era, leaders must embrace discomfort and accept that the world they once controlled is gone.

By cultivating a culture of adaptability, reassessing global strategies, investing in resilience, engaging in scenario planning, and building coalitions, leaders can lay the foundation for success in the years ahead.

If you want to start, answer for those questions:

1. Am I truly open to feedback that challenges my assumptions, or do I only seek validation?

2. How often do I step into situations where I feel uncertain or underqualified, and what can I learn from those experiences?

3. When was the last time I admitted a mistake publicly, and how did I handle the aftermath?

4. Am I creating a culture where others feel safe to take risks and fail, or am I unintentionally discouraging experimentation?

5. What are my blind spots, and how am I actively working to uncover them?

6. How comfortable am I with letting go of control and trusting others to lead, even if it means things might not go exactly as I envisioned?

7. In what ways am I avoiding difficult conversations because of the emotional discomfort they bring?

8. How often do I reflect on my own leadership style and its impact on others, especially when things aren’t going well?

9. What personal fears or insecurities am I holding onto that prevent me from fully embracing change and innovation?

10. How am I modeling resilience and adaptability in the face of setbacks, and what message does that send to my team?

The path forward will not be easy.

There will be challenges, setbacks, and moments of doubt.

But by embracing discomfort, leaders can turn uncertainty into opportunity and build organisations that are ready to thrive in a rapidly changing world.

The time to act is now.

The future belongs to those who are willing to step outside their comfort zones and meet the challenges of tomorrow head-on.