Q&A with Meridith Elliott Powell, CEO of MotionFirst: Coaching Businesses How to Thrive in Uncertainty

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Q&A with Meridith Elliott Powell, CEO of MotionFirst: Coaching Businesses How to Thrive in Uncertainty

Researcher, award-winning author, and Hall of Fame speaker Meridith Elliott Powell is the CEO of MotionFirst, an innovative company designed to help organizations, professionals, and entrepreneurs turn uncertainty to competitive advantage. She’s the developer of the THRIVE SYSTEM, a highly researched, proven methodology that solves the biggest problem facing business today — how to succeed in the face of a highly shifting, highly uncertain marketplace. Her work has sparked a movement, a belief that you can control the changes coming in the marketplace, and that even the most challenging disruption can lead to unprecedented growth.

What led you to specialize in managing uncertainty as a key aspect of business strategy, and how has your mythology methodology evolved over time?

Back in 2016, which seems like a million years ago now, I was talking with my clients and everybody was saying the exact same thing:

“We’re having the best year we’ve ever had.” “The economy is riding high and things are going great.” But everybody was also saying, “But oh, this uncertainty, we’re just waiting for the ball to drop.”

I heard this dialogue so often, and so I started to think, “Why does uncertainty have to be a negative? Why have we predetermined that it’s something that prevents growth? And haven’t businesses come through far bigger challenges than we were probably going to see at that time?” I then spent three to four years researching the idea of uncertainty and what businesses and leaders need to do to thrive through it.

And then in the midst of my research COVID hit. That’s why I originally built the thrive methodology specifically for COVID. I thought for certainty my uncertainty work would be done after COVID was over. Instead, my work has expanded. And the thrive methodology has become even more comprehensive. COVID now looks like a blip on the map compared to the uncertainty we’re dealing with today in our personal and our professional lives.

How do people define uncertainty and how should they define it?

Everybody should do this test: Ask people what they think about uncertainty. You’ll find everybody defines it as a negative, as some form of an unwanted or unexpected change that just shows up and causes problems. It’s a disruption nobody wants in their life. Most of the time that’s true. 

Businesses need to redefine uncertainty. They need to flip it in their mind from a negative to a positive disruption that can bring opportunity. The interesting thing about uncertainty is if you can focus on what you can control, then even the greatest of adversity leads you to your greatest opportunity on the other side.

What do you feel are the three top challenges businesses are currently facing and how can they navigate these challenges more effectively?

There are so many challenges that businesses are facing today.

I would say number one is uncertainty. Most CEOS and leaders will tell you that uncertainty is what is keeping them up at night. And they’ll back that up by telling you they have no plan to navigate it. It’s a huge problem and a fear of theirs.

Second is when they get over that hump, they can’t get their team on board with uncertainty. They can’t get the people that work for them to buy in, anticipate change, believe in change, and to drive change in their organization

Third is not keeping up with the level of uncertainty and change in the business world. Accenture just released a report that said the pace of change has increased 183% in the last four years — and it shows no signs of slowing down. Balance that with the fact that most people are still using the same leadership or sales strategies they were using when we were living in a much slower time. If you don’t navigate, if you don’t adapt, if you can’t build a team that’s resilient, then you’re going to fall behind.

Yes, all the top all three challenges I see have to do with uncertainty.

And I’ll throw one more in: If you don’t deal with uncertainty, if you don’t embrace it, then it produces fear. When people are afraid in business, whether it’s you as the owner or the CEO, or your team, it actually blocks innovation and creativity. It also blocks engagement. And all of that is going to negatively affect your bottom line results.

Why does embracing uncertainty seem counterintuitive?

It’s counterintuitive because our brains and our bodies are wired for negativity. It’s also a protective mode. Our instinctual response is to seek safety and predictability, especially in adverse situations — like the recent devastation caused by Hurricane Helene in Asheville, NC. Naturally, nobody cheers for a hurricane; it disrupts lives and businesses. However, the counterintuitive approach in business — to leverage uncertainty as a competitive advantage — can be incredibly beneficial.

While most people view uncertainty negatively, and many businesses lack a plan to handle it, those who do prepare can harness it to foster innovation, creativity and engagement. This proactive stance can propel a business beyond its perceived limits.

I’m on a mission to help businesses thrive during uncertainty. I believe the path to growth and profitability is by flipping the mindset first in yourself and then flipping it in your employees about what uncertainty can do for your organization. Consider the example of the well-prepared “prepper” or neighbor with resources like chainsaws, ready for when disasters strike — they’re invaluable. Similarly, preparing your business to manage uncertainty effectively can set you apart and prepare you for unexpected opportunities.

How can companies build teams that are not only resilient but also proactive about future changes?

Building a team that is both resilient and proactive requires two key strategies.

First, the importance of a clear vision has never been greater. In today’s fast-paced environment, team members often feel overwhelmed, losing sight of the bigger picture. Leaders must help their teams understand that perseverance through tough times is essential. The military provides a prime example of this approach — despite significant challenges, a strong, vision-driven purpose keeps the team focused and moving forward.

Second, teams must be conditioned to expect change rather than just manage it. The old school method of reacting to change puts you behind the eight-ball; proactive teams predict and prepare for change. This means regular training and updating of skills to ensure that team members are not only adaptable but also anticipate shifts in their roles and responsibilities. By fostering a culture where change is the norm, teams become more flexible, agile and comfortable with uncertainty, enhancing their ability to thrive in any situation.

What trends do you foresee shaping business strategy and leadership in the near future?

I see several critical trends on the horizon that will profoundly impact business strategy and leadership. First, talent management will continue to be a pivotal issue. With the onset of the “silver tsunami,” approximately 4 million people will turn 65 each year for the next few years. This shift will see a vast amount of wisdom, experience, and education exiting organizations, leaving a significant gap in leadership. Preparing the next generation of leaders to step up is more crucial than ever.

Additionally, AI is set to reshape the business landscape, but not in the ways many might expect. I anticipate a hybrid model where AI complements human interaction rather than replaces it. This integration will require team members to elevate their roles beyond tactical functions to embrace problem-solving and critical thinking.

Globalization will also continue to expand its influence, driving organizations to adapt to a more interconnected world. Moreover, the traditional model of office work is undergoing a transformation. The notion of returning to the office five days a week is becoming outdated. Instead, a flexible arrangement of two or three days in the office is emerging as the new norm. This shift requires leaders to adapt and develop new skills to effectively manage and lead in this evolving work environment.

How prepared are the new graduates for uncertainty?

From what I’ve seen, not prepared at all. Interestingly, the group expressing the most concern are the older millennials, who are now stepping into leadership roles traditionally filled by the smaller Gen X cohort. This generation has been somewhat sheltered, partly due to protective parenting styles and partly because of the economic struggles they’ve faced, including the 2008 financial crisis and the COVID pandemic starting in 2020.

This lack of experience has left many older millennials feeling ill-equipped for leadership, especially in uncertain times. There’s a notable gap in readiness that universities could address by introducing courses like “Business Uncertainty 101,” which would prepare students more effectively for the unpredictable business landscape.

Furthermore, succession planning needs to extend beyond the C-Suite to all levels of an organization. The organizations recognizing the imminent talent drain and their workforce’s unpreparedness — and taking proactive steps to address it now — will be the ones who thrive. This proactive approach turns a potential negative into a significant opportunity for growth and stability.

With constant changes in the market, how can businesses ensure they remain true to their core values while still staying competitive?

In our research on navigating uncertainty, a pivotal question emerged: How can leaders make sound decisions when faced with unpredictable market conditions, such as fluctuating interest rates or disruptions in supply chains? Our findings revealed a consistent theme across successful organizations: they all steadfastly adhere to their core values in decision-making processes. These values serve as a steadfast guide through the fog of uncertainty.

Embracing core values as a strategic anchor is crucial not only for maintaining a company’s identity but also for distinguishing it in a competitive landscape cluttered with information overload and eroding trust. Customers and employees are increasingly drawn to organizations that demonstrate genuine commitment to their declared values, finding such alignment both attractive and trustworthy.

Consider the universal appeal of Dolly Parton, who resonates widely not merely as a country music icon but because she authentically lives her values as a Tennessee country girl. Similarly, companies like Chick-fil-A prosper by consistently aligning their operations with their core values. On the other hand, businesses often falter when they apply their values selectively, especially when facing uncertainty. This inconsistency can undermine their credibility and operational stability.

For instance, Bud Light’s DEI initiative backfired due to its perceived dissonance with the company’s core identity, demonstrating how misalignment can alienate customers. Conversely, Walmart’s recent retraction from DEI commitments reflects a realignment with what their core customer base values in their shopping experience — a decision grounded in understanding their market’s preferences amid societal shifts.

This approach underscores the importance of a company’s unwavering commitment to its values, especially when navigating through times of uncertainty. By ensuring that every decision, from marketing strategies to human resources, resonates with these values, businesses can maintain their integrity and adaptability, turning potential vulnerabilities into enduring strengths.

 

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