How to Lead Better When the Rules Keep Changing

Sukhinder Singh Cassidy knows a thing or two about leading through change. From scaling Google’s business across Asia to transforming the accounting platform Xero, her career is a blueprint in taking bold moves in uncertain times. As one of the speakers at Nordic Business Forum 2025, she offers a practical and inspiring take on how leaders can build momentum—even in the middle of chaos.

In this blog, she shares her thoughts on leading transformation, the value of diversity, and navigating leadership dilemmas.

Lead Change with Clarity and Speed

Whether it’s steering a startup or restructuring a global tech company, the playbook for transformation starts with clarity and speed. According to Sukhinder, there are three essentials that leaders must deliver during major change:

• Clarity
• Communication
• Clear deadlines for action

“Transformations are tough, and people can feel pretty lost if they don’t know what success looks like,” Sukhinder says. That’s why she encourages leaders to create what she calls a “white board plan”—a simple, clear picture of what needs to be done, why it matters, and by when. “Without this kind of clear direction and communication, it’s easy for things to stall.”

But this isn’t about crafting a perfect plan. It’s about helping your team move forward with purpose. “The leader’s job is to really get people into action with a workable plan,” she says. Simplicity is key; the leader needs to be able to distill complexity into manageable steps.

“With a simple white board plan and urgency to act, it’s amazing to see how businesses can transform themselves.”

Build Diverse Teams to Navigate a Change

For Sukhinder, building a diverse team isn’t just a moral imperative—it’s a strategic advantage. As the founder of theBoardList, she’s long advocated for more inclusive leadership at the highest levels. “Companies with diverse executive teams and boards outperform their less diverse counterparts in profitability, innovation, and employee engagement.”

One of the reasons for that is change. The world is moving fast, and today’s challenges require fresh thinking from all directions.

“Fostering diversity isn’t just about fairness. It’s a strategic advantage that leads to higher performance for companies long term.”

To create more inclusive teams, leaders need to start early. First, broaden your talent pipeline by looking beyond traditional credentials. “Focus on those who possess the underlying skills and potential to succeed.” And second, embed inclusivity into your culture long before candidates reach the C-suite. This creates a virtuous cycle: a diverse team attracts even more top talent.

Prepare for AI and Uncertainty with Resilient Teams

Change is no longer a season, it’s the constant. That’s why Sukhinder believes two leadership dilemmas will define the next decade:

• AI: “Leaders must grapple with the rapid advancements in AI, which are fundamentally altering the nature of work across nearly every professional role.”
• Navigating a volatile macro environment: “Economic shifts, geopolitical events, and rapid market changes demand an exceptional level of agility and adaptability from organizations, and more specifically their people.”

Her advice? Build resilient, adaptable teams who are ready for discomfort.

“Comfort with discomfort is the most critical skill to build for the coming decade.”

That means giving teams both push and pull strategies—encouragement, but also intentional internal disruption.

Being prepared doesn’t mean avoiding chaos. It means getting good at moving through it.

Make Progress Through Small, Consistent Bets

Sukhinder’s leadership philosophy flips the typical “go big or go home” mindset on its head. Her core belief, as outlined in her book Choose Possibility, is that real progress comes not from one big leap but from many small bets over time.

“The idea that risk-taking is itself a single courageous move, rather than a continuous muscle you must exercise, is fundamentally flawed,” she says.

“Cumulative yield comes from taking ongoing calculated risks—experiments that are manageable in scope, allowing for rapid learning and iteration.”

Think of leadership like investing. You don’t pour everything into one stock. Instead, you spread your bets, learn as you go, and build momentum. “We don’t know which move will create the biggest impact, but to move, and to keep adjusting your execution with insights, is a smart way to build long-term success.”

Lead Boldly—Even When the Path Isn’t Clear

Sukhinder’s vision of leadership is grounded, human, and refreshingly actionable. She reminds us that success isn’t about having all the answers—it’s about having a bias for action, clarity in direction, and the humility to adapt.

If you’re leading a team today, ask yourself:

• Are you creating enough urgency and simplicity around your goals?
• Are you building a diverse talent pipeline early, not late?
• Are you exercising your “small bet” muscle?

In a world defined by uncertainty, the leaders who move forward—thoughtfully and consistently—are the ones who build real change.