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Navigating Disruption With Courageous Leadership

Author

Lisa Stevens
Director of Executive Development
LIMRA and LOMA
lstevens@loma.org

July 2025

The financial services industry is filled with continuous disruption — technological advances, changing consumer behaviors and global events — all of which can quickly reshape the future. The Merriam-Webster dictionary refers to “disruption” as “the act or process of disrupting something: a break or interruption in the normal course or continuation of some activity, process, etc.” Alone, the definition may suggest that both change and uncertainty may be on the horizon, yet it does not paint disruption as either a positive or a negative picture. Rather, it is how others perceive disruption that shapes differing views.

Disruption is experienced daily — personally and in the workplace — and may very well be a topic at summer backyard gatherings and social events. When the topic of disruption takes center stage during workplace conversations, it is natural for organizations to experience a level of uncertainty and anxiety. Reactionary leadership responses may include: “We’ve tried this before,” “Why change now, as things are working just fine?” or “Great, additional change is coming.” It is individual perception that creates one’s view of disruption.

This view could be based on experiences and outdated ways of thinking and working, which can limit the ability to recognize opportunity in disruption. For other leaders, disruption, regardless of experience, is viewed as a catalyst for change that could open future possibilities. What is it that sets these two views apart?

In a recent Forbes article, Marie Warrell, PhD, leadership advisor, speaker and author, shared that “In the face of uncertainty (disruption), the most critical factor determining success is not strategy, resources, or even intelligence — it is courage. The mindset leaders bring to change dictates whether they will merely weather the storm or harness its power to propel their organizations forward.”

Acknowledging Disruption

Courageous leaders continuously reflect on and speak about disruption, and build anticipatory cultures to inspire others to do the same. Daniel Burrus, who is considered one of the world’s leading futurists on global trends and innovation, defines an anticipatory culture as “one where employees proactively recognize emerging trends, prepare for inevitable changes, and embrace disruption as an opportunity rather than a threat.” Leaders holding disruption top of mind:

  • Maintain a pulse on industry trends, headwinds, and anticipated moves by competitors
  • See disruption coming straight ahead instead of viewing it in the rearview mirror
  • Know the difference between disruption and opportunity
  • Model a growth mindset and speak frequently with others about future possibilities
  • Challenge the status quo by fostering deep curiosity and asking thoughtful questions

Disruption can change any industry very quickly; how leaders respond makes all the difference. Some leaders argue that demonstrating courage is not a skill but rather a mindset. As a mindset, it involves acknowledging that industry disruption exists and making a conscious choice to become comfortable with it — and with the possibilities it brings. To cultivate such a mindset, courageous leaders often challenge organizations by asking four key questions:

  • In reality, what is the disruption that lies ahead, and what is driving it?
  • What is it about the current disruption that inspires us?
  • Based on the disruption ahead, are we willing to operate differently (people, processes, technology)? Why?
  • Currently, what prevents the organization from embracing disruption as an opportunity? How can these roadblocks be overcome?

Courageous leaders cannot go forward alone and must focus on bringing organizations along to gain momentum.

Modeling Courage

Leading through disruption can be challenging for even the most experienced leaders. Courageous leaders often carry additional responsibility for inspiring others through change because of the way they embrace disruption. At times, it takes immense energy to influence informed versus speedy decisions, rally the troops through disruption, and model strong leadership behaviors. As human beings, courageous leaders may tire from increased workloads, influencing stakeholders, testing and learning, and managing through constant change. To overcome change fatigue, courageous leaders should continue to develop their unique resiliency skills and experiences by growing others to be more agile and focused on collaboration and a growth mindset. This means being fully present, involved and visible to:

  • Discuss uncomfortable topics
  • Thoughtfully challenge organizational moments of truth and encourage new ways of working and thinking
  • Model confidence in the face of failure and focus on opportunities to test and learn
  • Provide honest feedback when gaps exist in organizational decisions
  • Listen to off-the-wall ideas and acknowledge them

Finding Opportunities in Disruption

Leading with courage is not without challenges. At times, those who lead courageously should expect to be questioned by others, which is normal. It can also be challenging for courageous leaders to highlight the negative behaviors and thinking of others that prevent an organization from finding opportunity in disruption. In these situations, it’s important for a leader to pause and consider the audience — their frame of reference and emotions during times of change.

While uncomfortable, this is a unique opportunity to begin fresh conversations to gain shared understanding and shape employees’ mindsets to embrace disruption. Having shared common ground opens the door to supporting others where they are, understanding perspectives, listening to new and “wild” ideas, and hopefully, inspiring new ways of thinking about disruption. Leading courageously can also help organizations recognize the many opportunities that disruption can bring, including the ability to:

  • Provide or experiment with a new product or service no longer offered by a competitor to fill a gap
  • Gain a new or larger consumer base
  • Acquire new talent, capabilities or technology from a downsized competitor
  • Expand current operating or business models to serve a larger footprint or an underserved community
  • Strengthen internal processes that promote operational excellence

Being a courageous leader during disruption is never easy. “In today’s volatile landscape, courage is not a ‘nice to have’ skill for leaders — it’s a necessity. Those who cultivate courage — who are willing to step into the unknown, embrace discomfort, and make bold moves — will not only survive the storm but emerge from it stronger than ever, seizing the opportunities that always emerge from disruption,” Warrell says.

LIMRA and LOMA have been committed to advancing the industry by providing the education and resources necessary to support next-generation executives in navigating the ever-changing landscape.

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