How to turn overwhelm into growth during the AI revolution

The first month of 2024 is behind us and it’s been smooth and predictable so far, right? Well, not exactly. Continued instability around the world is challenging business leaders with uniquely complex, first-time-ever situations. But, the technological advances of Artificial Intelligence (AI) promise incalculable new ways to approach solutions – if we can embrace the sweeping disruption that comes with it.

Using AI to improve the lives of as many people as possible is Google’s mission. And, we’ve been asking ourselves, how do we lead our teams to build helpful and trusted products during the most profound platform shift of our time??

Here are 3 ways I think leaders can transform the negative effects of constant change—like overwhelm and uncertainty—into a driver for growth and innovation.

1. Navigate complexity differently.?

Most challenges we’re facing are adaptive, not technical. Technical challenges—like? putting the first man on the moon—are hard, but solvable with expertise. With adaptive challenges, the solutions aren’t clear. Even the problem may not be clear.???

Think about the global challenge of adapting to climate change—arguably one of the most pressing and complex issues of our time. How can communities effectively prepare for rising sea levels, extreme weather events, and resource scarcity? What about climate refugees and endangered species?

The complexity of adapting to climate change requires innovative solutions beyond technological advances, bolstered by collaboration across sectors and continuous learning to navigate the ever-evolving conditions. Neither the problem nor solution is straightforward.?

So how can leaders address adaptive challenges?

• Instead of answers, ask different questions. If the answers were clear, we’d already have them. Rather than advocate for a specific solution, ask questions like,“what would need to change if we want to see better results?”??

• Pick a direction, not a destination. Early explorers used the stars to navigate the seas. They altered course based on winds and currents. Navigating today is similar - it's about noticing context and abandoning the plan, as needed.?

• Try safe-to-fail experiments. At Google, we have something we call “Dogfooding.” Instead of rolling out new initiatives widely, small, diverse teams of Googlers pilot the product and test it internally. This allows us to gather real-world feedback, identify potential challenges, and refine the approach before committing resources to a larger implementation. Small experiments will minimize disruption and maximize the chances of success.

The practice: Innovating through transformation is about reading signals and remaining agile as you test and explore.?

2. Put humans on human problems.?

Technology can do some things just as well, if not better, than humans. While advancements will continue to impact the way we work, technology will always enable us to double down on uniquely human moments.?

When an airline passenger misses a connection, they just want to be rebooked quickly. But when a loyal customer misses a family wedding thanks to a just-canceled flight? That calls for a compassionate conversation with another human being.

Take time to identify moments in your business where human connection really matters. Actually make a list. Then help your team develop the emotional intelligence (EQ) to shine in those moments—such as through coaching and programs that build self-awareness and empathy. Research shows that high-EQ organizations have better results, and high-EQ managers have more engaged and productive teams.?

Then, recognize your employees for showing empathy and compassion. Recognition has been shown to increase employee engagement.??

The practice: Just as important as staying technologically relevant is embracing what is human about your business and sharpening your team’s skills to excel in these moments.

3.? Be willing to be wrong.

Most leaders are no stranger to failure. It’s what we learn from our missteps that matters. At Google, we offer a course called “Leading in Complexity” that covers mind traps—unhelpful patterns we fall into when faced with complexity or ambiguity. We use mental shortcuts to simplify and predict what’s going to happen, which helps us respond quickly. But in a transforming world, automatic responses often backfire.?

One of the most dangerous traps is needing to be right. The good news? When we need to make quick decisions and act fast, rightness clears the path. The bad news? Rightness can be useless in unpredictable and uncharted situations. Hello, 2024.

To avoid that mindtrap, we need to listen to learn. When we listen to learn, we ask “what else might be true?” or, “how might my rightness actually be wrong?” This type of listening requires you to pause and take time to understand the situation. When we listen to win, we have an answer in mind. When we listen to fix, we’re looking for a problem to solve. But, if you don’t believe you’re right from the outset, you might hear things that open up new possibilities for solutions.?

The practice: You may find that by becoming more curious, you’ll become a better problem solver. And perhaps, feeling wrong may start to feel quite right.

Constant change may be the only thing we can count on this year. But through curiosity, empathy, and courage, it could become fuel for your team’s next big idea.