Dr Britt Yamamoto of Perennial On Five Things You Need To Be A Highly Effective Leader During…

Dr Britt Yamamoto of Perennial On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times

Before any strategy comes a story. The way we understand ourselves, our work, and the world is deeply rooted in the stories we carry — stories that often go unexamined. Social construction reminds us that these stories shape our reality. They influence how we see challenges, define success, and choose our paths forward. If we don’t take the time to explore and understand the roots of these stories, our strategies risk being disconnected from what truly matters.

As a part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Dr. Britt Yamamoto.

Dr. Britt Yamamoto is a visionary leader, entrepreneur, and educator with over two decades of experience shaping inclusive and generative learning environments across diverse sectors. As a clinical associate professor at the University of Washington’s Department of Global Health and the founding force behind international leadership organizations such as Perennial, RootSpring, and SOIL, he has ignited the leadership potential within hundreds of thousands of individuals worldwide, from India to Iraq, Malawi to Mexico, and Cambodia to Canada. Based in Seattle, his book The Soil of Leadership: Cultivating the Conditions for Transformation (Amplify Publishing, 2024) is available now.

Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

In many ways, my story of leadership has its roots in my six years as a sustainable farmer. It was during that transformative period that I learned lessons that would shape my philosophy on leadership, management, and personal growth. Farming taught me the value of patience, adaptability, and working in harmony with natural cycles — principles that I later carried into my leadership development work.

One of the most pivotal insights from my time on the farm was the distinction between growing plants and growing soil. When I first started farming, I was focused on producing healthy, vibrant crops — ensuring they were abundant and thriving. But as I gained experience, I realized that the true secret to healthy plants lies beneath the surface: it’s in the soil. By nurturing the soil — building its richness, biodiversity, and resilience — I could create the conditions where plants naturally flourished.

This became a metaphor for my approach to leadership. Too often, we focus on immediate outcomes — the “plants” in our lives or organizations — whether it’s meeting goals, achieving benchmarks, or seeing quick results. But just as in farming, lasting success depends on the health of the foundation — the “soil,” a place where roots can drive deep and form the foundation for production. In leadership, that soil is the culture we cultivate, the relationships we nurture, and the systems we design — both at the personal and the collective — to foster growth and transformation.

This perspective profoundly shaped my leadership journey and the way I approach facilitating change in individuals, teams, and communities. I came to understand that my role was not to “fix” people or overly focus on solutions but to pay attention to the best conditions for growth, learning, and evolution. These foundational insights are central to my book, The Soil of Leadership: Cultivating the Conditions for Transformation, where I explore how these lessons from the land informed my work as a leader and guide for others.

It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I wouldn’t necessarily call it a funny mistake, but one of my most vivid early missteps came from having naive and overly optimistic expectations when I was starting my first nonprofit organization. I remember assuming that we would easily secure a $250,000 grant from a foundation we had been in cursory conversations with. I was convinced it would come through (despite no track record!) because we had a few productive meetings and presumably shared alignment on values. Looking back, I can’t help but smile at how much faith I placed in those early interactions, assuming they would translate seamlessly into what I didn’t know at the time was a “major grant”!

Of course, the gift didn’t materialize. What I learned through that experience — and later through many more years of navigating fundraising — is how resource development is much more nuanced, ranging from the transactional to the transformational. It is deeply relational and, just like building healthy soil takes time, attention, and care, so does cultivating the trust and mutual commitment necessary for many meaningful partnerships.

At the time, I was focused on the immediate “plant” I wanted to grow — securing funding to get our organization off the ground. But I hadn’t yet understood the importance of investing in the soil: the foundational relationships, trust, and shared vision that would sustain us in the long term. This realization became one of my first lessons in leadership: shortcuts and assumptions rarely yield lasting results. Building something meaningful — whether it’s a nonprofit, a movement, or a garden — requires patience, intentionality, and the willingness to show up consistently for the relationships that support the work.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

I would certainly not be where I am today without my dear friend and fellow founder of my first organization back in 2004, JB Hoover. JB has been so much more than a colleague — he has been an unwavering ally, mentor, supporter, and friend since we started working together in 2004. His commitment to the work we set out to do has been nothing short of extraordinary.

JB is one of those rare individuals who, when committed to something, is all in. His dedication is reflected not only in his financial support as a donor but also in the way he consistently shows up — with integrity, thoughtfulness, and generosity. From the very beginning, JB brought a level of rigor, discipline, and faith that set the tone for our work together. He taught me the power of staying the course, even when faced with challenges, and how to pair big vision with disciplined execution. What I’ve learned from JB goes far beyond professional lessons. His support has been deeply personal, rooted in a belief in me as much as in the mission of the work. Over the years, his friendship has been a source of grounding and inspiration, especially during the inevitable highs and lows of leading a social enterprise. He’s also taught me how much can get done over a 45-minute run!

I often reflect on how different my journey might have been without JB’s partnership. His steady presence has been a reminder of the importance of having people in your corner who see the potential in you, even when you might doubt yourself and/or experience failure — real or imagined.

Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?

The vision of Perennial is simple yet profound: a world led by love and awareness. This serves as the foundation for its work, guiding efforts to create a global community of leaders committed to fostering creativity, collaboration, and transformation across sectors. Perennial brings together philanthropists, business leaders, public officials, and social impact leaders in shared spaces of reflection, connection, and renewal, cultivating the “soil” for long-term impact.

This vision is grounded in the belief that meaningful transformation begins with creating spaciousness — time to reflect, connect, and re-center — so that leaders can move forward with clarity and resilience. By focusing on building relationships, investing in personal and collective well-being, and fostering a sense of shared purpose, Perennial aims to inspire leaders to align their actions with love, awareness, and a commitment to regenerative systems — both human and ecological. Ultimately, Perennial envisions a future where leadership is rooted in deeper values, creating profound and lasting change for communities and the planet.

Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?

One of the most challenging moments I faced as a leader occurred when we unexpectedly lost a major partnership (over 50% of our budget at the time) that had been foundational to our work. It wasn’t just a financial setback — it was a shock to the entire team and a moment of profound uncertainty about how we could continue delivering on our mission. The loss of the partnership felt destabilizing, and I knew that how I responded in those first days and weeks would set the tone for our team’s resilience and future direction.

In the midst of that uncertainty, I returned to the principles I had learned during my time as a sustainable farmer. Farming taught me that when external conditions — like the weather — turn against you, you must not lose focus on the health of the soil. It’s the soil that ultimately determines whether the land can regenerate and thrive again as “this too shall (always) pass.” This became my leadership metaphor for navigating the loss of the partnership: rather than reacting in panic or rushing to replace the lost resources, I focused on tending to the “soil” of our organization — our relationships, values, and shared purpose.

The first step was creating space for honesty and vulnerability. I gathered the team together and acknowledged the gravity of the situation. I was transparent about the challenges ahead while also reaffirming my confidence in our collective ability to navigate through them. I encouraged open dialogue, giving space for everyone to process their emotions — fear, frustration, disappointment — and to share their ideas. It was important that everyone felt heard and understood, not just as professionals, but as people deeply invested in the work we were doing.

At the same time, I encouraged the team to reconnect with the deeper “why” of our work. We revisited our mission and values, asking ourselves: What brought us here in the first place? What impact do we want to continue creating in the world? By shifting the focus away from what we had lost and toward what we still had — our purpose, relationships, and expertise — we began to see new possibilities emerge.

One pivotal decision was to reach out to our global network of alumni and partners. We shared the situation openly, not as a call for help, but as a way to deepen connection and reaffirm our shared vision. The responses were overwhelming — stories of how our work had transformed lives and messages of encouragement reminded us of the power of the work we had built together. That global community became a wellspring of energy and inspiration for us to move forward.

Practically, we restructured some programs, streamlined operations, and identified new potential partners whose values aligned with ours. But these tactical responses were secondary to the deeper work of cultivating trust, resilience, and alignment within our team. By tending to the “soil” of our organization — our shared purpose and relationships — we not only survived the challenge but emerged stronger, more focused, and more innovative than before.

This experience reinforced for me that leadership in difficult times isn’t about having all the answers or solutions right away. It’s about creating the conditions where trust, creativity, and resilience can flourish. It’s about tending to the foundation — the soil — that allows the team to regenerate and thrive again. That lesson remains one of the most important in my leadership journey.

Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?

Absolutely — all the time! Being an entrepreneur, especially a social entrepreneur, is a constant exercise in pushing forward despite uncertainty and challenges that often seem to work against your intent. There are many moments when I question whether I can keep going — when the weight of setbacks and the unpredictability of the path makes giving up feel like a tempting option.

One story I share in The Soil of Leadership reflects how I found the motivation to continue, even in the darkest moments. As a farmer, I learned to see myself not as someone who controls the land but as a conduit for its growth. My role wasn’t to impose my will on the earth but to create the conditions for nature to thrive in its own way and time. This profound lesson shaped how I approach leadership and guided me through the challenges of entrepreneurship.

When setbacks inevitably occur, I remind myself that my role isn’t to force change but to cultivate the conditions for it. This perspective allows me to view my work as part of something much larger than myself. I am not the sole creator or driver of transformation — I am a steward, a conduit for the ideas, relationships, and energy that can spark meaningful change in the world.

This mindset keeps me grounded and motivated. Even when external circumstances feel overwhelming, I know my responsibility is to tend to the “soil” of my work: to nurture relationships, stay true to my purpose, and create the space for growth. I often lean on the strength of the people around me — my team, our global community, and the partnerships we’ve built. Their belief in the vision we are pursuing, as well as the impact our work has had on them and the people they serve, often reignites my own sense of purpose.

In my experience, leadership, much like farming, is about trusting the process you have committed to, staying rooted in purpose, and creating the space for transformation to emerge. This belief has carried me through even the most difficult times — and in truth, those difficult moments are often far more common than the easy ones.

For me, leadership is a deeply creative act — the challenge of transforming ideas into action is both exhilarating and profoundly meaningful. I am energized by every step of the process: the spark of ideation, the strategic shaping of a vision, the tangible application of plans, and, ultimately, witnessing the outcomes and impact that ripple far beyond myself. It’s in this alchemy — turning possibility into reality — that I find purpose and joy.

Even in my darkest leadership moments, when doubt and difficulty loom large, this creative challenge sustains me. I am reminded that leadership for me isn’t about perfection or certainty; it’s about courage, curiosity, and a willingness to lean into the unknown. What fuels me is the knowledge that each step forward, no matter how small or challenging, contributes to something greater — a shared vision, a transformed community, or a strengthened foundation for others to thrive.

This process of turning vision into impact is where I find my deepest motivation. It’s a reminder that leadership is less about reaching the finish line and more about creating the conditions for growth, connection, and transformation. That belief, that sense of possibility, is what sustains me.

I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?

One book that has profoundly shaped my approach to leadership — and life — is A Hidden Wholeness: The Journey Toward an Undivided Life by Parker J. Palmer. In fact, nearly everything Parker has written has left an indelible mark on me, but this particular book resonated deeply because it speaks to the essential work of aligning our inner and outer lives.

His exploration of authenticity and integrity in leadership struck a chord with me. He writes about how true leadership requires us to embrace the fullness of who we are, including our fears, vulnerabilities, and imperfections. For me, this book was not just a guide — it was a mirror. It challenged me to ask whether I was leading from a place of wholeness or whether I was compartmentalizing parts of myself to meet external expectations.

One metaphor from the book that deeply resonated was that of the “hidden seed,” which grows in the darkness of the soil. It reminded me that much of the transformative work we do as leaders is invisible, happening beneath the surface, in spaces of quiet reflection and deep connection. This aligns closely with my belief that leadership is about cultivating the conditions for growth rather than forcing outcomes.

The book also gave me language to understand the importance of creating “circles of trust” in leadership — spaces where people can bring their authentic selves and engage in meaningful dialogue. This principle became a cornerstone of my work, both in how I lead teams and in how I design spaces for transformation within the organizations I’ve built.

What would you say is the most critical role of a leader during challenging times?

This is a difficult question to answer because leadership during challenging times depends so much on the context. A leader’s ability to adapt is essential, but at its core, the most critical role of a leader is to cultivate the conditions for resilience and growth — not just for the organization but also for the people within it.

In The Soil of Leadership, I reflect on the metaphor of tending to the soil, especially during times of uncertainty or crisis. When external conditions — whether financial strain, loss of partnerships, or unexpected challenges — threaten to destabilize an organization, it’s the leader’s role to not lose focus on the “soil.” This means continuing to foster an environment where trust, connection, and purpose can thrive even in the midst of difficulty.

A leader anchors the team by reconnecting them to their deeper “why.” This anchoring doesn’t just provide stability; it offers direction and inspiration when the future feels uncertain. During one challenging period I describe in The Soil of Leadership, I focused on fostering open communication and vulnerability within the team. By holding space for people to process their fears while also reinforcing our shared mission, I was able to guide the team through the uncertainty without losing sight of what mattered most.

Another critical role of a leader in challenging times is to embody and model calm, clarity, and purpose. People look to their leader not for all the answers but for reassurance that, together, they can navigate the storm. In this way, a leader becomes a steward of both hope and possibility, helping the team see not just the current challenges but also the opportunities that may arise from them.

Ultimately, the role of a leader in difficult times is not to fix every problem or predict every outcome but to cultivate the conditions for the team to stay grounded, adaptive, and aligned with their greater purpose. In my experience, the foundation for this lies in tending to the “soil” of trust, connection, and shared vision, no matter how turbulent the external conditions may be.

When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?

In The Soil of Leadership, I explore the idea that connection is the foundation for resilience and growth, especially during times of uncertainty. My experience is that a vital way to boost morale and inspire a team when the future feels uncertain is to invest deeply in connection — connection to each other, to the shared purpose of the work, and to the broader community or mission that extends beyond the immediate challenges. While we cannot control the outcomes, we have more agency over our connections.

During a particularly difficult period I recount in the book, I leaned into this principle by creating “curated” spaces for my team to come together — not just to discuss logistics or challenges but to reconnect as people. We encouraged honest, vulnerable conversations where team members could express their fears and frustrations without judgment. These moments of connection didn’t erase the uncertainty we were facing, but they reminded everyone, myself included, that we weren’t facing it alone.

Leaders can also inspire and engage their teams by grounding them in the “why” of the work. In the book, I share how revisiting the deeper purpose of our organization — why we started, what we believed in, and who we were serving — helped us move forward with a renewed sense of clarity and determination. Purpose provides an anchor when everything else feels unsteady.

Finally, one of the most important things a leader can do to boost morale is to model presence and care. Leadership during uncertain times isn’t about having all the answers — it’s about showing up fully, listening deeply, and demonstrating that every individual’s contributions and well-being matter. When a leader invests in connection, they create a space where people feel seen, valued, and empowered to bring their best, even in the most challenging of times.

What is the best way to communicate difficult news to one’s team and customers?

In my experience, the best way to communicate difficult news is to do so clearly, respectfully, and kindly. However, it’s not just about the words you use — it’s about the intention, tone, and timing behind the message.

First and foremost, clarity is critical. People need to understand the situation without ambiguity or unnecessary complexity. Be transparent about what has happened, why it has happened, and what the implications are. Avoid sugarcoating or overexplaining — communicating with honesty and precision builds trust, even in difficult moments.

Respect is equally essential. Acknowledge the impact of the news on others, and show empathy for what they may be feeling. This means listening as much as speaking, giving people space to process the information, and allowing for questions or feedback. Respect also involves framing the message in a way that affirms their value and contributions, even if the circumstances are challenging. But be careful not to invite more than you are capable of receiving.

Kindness is what ties it all together. But it’s important not to confuse kindness with “niceness.” Kindness is not about softening the truth or avoiding discomfort to keep everyone happy. It’s about delivering the message with care, empathy, and consideration for the humanity of the people receiving it. Niceness often focuses on avoiding conflict, while kindness is about acting with integrity and courage, even when the news is hard to hear. This could mean acknowledging the emotional weight of the situation, offering support resources, or taking the time to meet with individuals personally to address their concerns.

In The Soil of Leadership, I reflect on how communication is a form of relationship-building. Even when the message is difficult to deliver, it’s an opportunity to deepen trust and show leadership through your actions. By being clear, respectful, and kind — without conflating kindness with “being nice” — you not only convey the message effectively but also affirm your commitment to the people you’re leading and serving. How you deliver difficult news can shape how people feel about the organization — and themselves — long after the immediate situation has passed.

How can a leader make plans when the future is so unpredictable?

Design tight, facilitate loose.

In The Soil of Leadership, I explore this idea by drawing on lessons from sustainable farming, where planning is essential but never absolute. “Design tight” is akin to having a cropping plan — a sustainable farmer decides what to plant, where to plant it, and when to begin, carefully considering the unique needs of the land, the season, and the ecosystem. The plan reflects thoughtful preparation, rooted in knowledge, experience, and intention. But even the most meticulous cropping plan is just the beginning.

Sustainable farmers, by nature, are deeply hopeful and optimistic. When they plant a seed, they can only facilitate its growth. They nurture the soil, provide water, and care for the plants, but so much lies beyond their control — weather, pests, market conditions, and the unpredictable forces of nature. This is where “facilitate loose” comes in. Sustainable farmers understand that while they can prepare and tend to the land, they must remain open to adjusting their approach, responding to what the season brings, and trusting in the process.

In leadership, this translates to creating plans that are clear, purposeful, and well-structured, while maintaining the flexibility to adapt as conditions shift. A leader’s cropping plan might include a well-thought-out strategy, aligned goals, and timelines, but they must also be prepared to adjust when new opportunities arise, obstacles appear, or external forces demand change.

Sustainable farmers know that planting a seed is an act of faith, and in leadership, planning is no different. You set the conditions for success, but growth often depends on factors beyond your control. By embracing unattachment — not to the vision but to how it unfolds — you cultivate resilience and adaptability in the face of uncertainty.

Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?

I believe the “design tight, facilitate loose” principle I describe above is the most important guiding principle for companies during turbulent times.

Leaders, like sustainable farmers, must balance optimism with humility, recognizing that their role is to create the conditions for growth while trusting in the contributions of others and the unpredictable flow of life. By “designing tight” and “facilitating loose,” leaders can navigate uncertainty with clarity, courage, and the kind of hope that allows them to keep planting seeds, no matter how unpredictable the future may seem.

Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?

When tough times hit, I’ve seen a few common mistakes that can really hold people back. In The Soil of Leadership, I talk about how the choices we make during challenging seasons can either deplete or strengthen the “soil” of our work. Here are four that I’ve noticed — and some thoughts on how to avoid them:

Scarcity Mode

When uncertainty strikes, it’s natural to pull back — cut costs, scale down, focus only on survival. But when we get too conservative, we often miss opportunities to innovate or strengthen our foundations. It’s like a farmer who stops investing in the soil during a drought — they may survive in the short term but set themselves up for trouble down the road. Even in tough times, it’s important to find ways to keep growing, experimenting, and building for the future, even if it’s in small, incremental steps.

2. Feeding Fear

Fear is real during difficult times, and it’s tempting to make quick decisions or avoid risks just to feel like you’re doing something. But fear-based decisions rarely lead to the best outcomes. I’ve learned that one of the most important things a leader can do is pause, take a breath, move from a reactive state to a more reflective one and ask: Is this decision coming from a place of fear or purpose? Staying connected to your “why” helps you make choices that align with your values, even when the pressure is high.

3. Going Quiet

Another big mistake is shutting down communication. When things get hard, leaders sometimes go silent, thinking they’re protecting others from bad news. But in reality, silence just makes people more anxious and unsure about what’s going on. In my experience, even when you don’t have all the answers, it’s better to be upfront, honest, and present. People appreciate transparency — it builds trust and helps everyone feel like they’re in it together.

4. Forgetting Why

When you’re in the thick of a crisis, it’s easy to get tunnel vision and only focus on putting out fires. But if you lose sight of the bigger picture — your mission, your values, and the long-term impact you’re trying to create — you risk making decisions that could hurt you down the line. I’ve always found that when things feel chaotic, it’s grounding to go back to the basics: Why are we here? What are we trying to build together?

Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times?

Prioritizing Well-Being (Especially Yours)

Taking care of yourself as a leader isn’t just a nice-to-have — it’s foundational. If you burn out, there’s no easy replacement for the vision, presence, and grounding energy you bring to your work. Leadership, especially during turbulent times, requires resilience and sustainability, and that starts with how you care for your own well-being.

At Perennial, we emphasize the importance of Well-Being Practices as part of Leadership 3.0. A Perennial Well-Being Practice is a self-selected, ongoing activity that nourishes your overall sense of wellbeing — emotionally, physically, and even spiritually. It’s more than a routine; it’s a deliberate strategy for cultivating a more generative and restorative leadership style. Leadership 3.0 shifts the focus inward, reminding us that the way we lead is deeply connected to who we are and how we show up. Well-being becomes not just self-care but a practice of leadership itself, ensuring we have the capacity to lead with clarity, intention, and depth.

Leadership 3.0 also recognizes that creating spaciousness — what I call “Fallow Time” — is essential. Just as farmers let their fields rest to restore nutrients, leaders need intentional time and space to reflect, recharge, and reconnect. Fallow Time, supported by a Well-Being Practice, creates the foundation for generative leadership by ensuring you have the energy and presence to make meaningful connections and decisions. Whether your practice is taking daily walks, journaling, practicing breathwork, or finding moments of stillness, it’s about grounding yourself so you can lead from a place of strength and authenticity.

In The Soil of Leadership, I explore how time + space + relationships form the “soil” of effective leadership. Leadership 3.0 goes deeper, asking us to prioritize these elements not just for the sake of our organizations but also for our personal and relational health. When well-being is central to your leadership, it ripples outward. Leading with well-being at the core isn’t about control or pushing through at all costs — it’s about tending to yourself so you can create the conditions for growth and transformation, both in yourself and in the people you lead. By prioritizing well-being, you’re not only sustaining your leadership but also fostering a culture of care and connection that allows your team and your work to thrive.

2. Have Clarity on Your “Why”

Your purpose is your anchor when everything else feels unsteady. It’s the deep root system that holds you steady, no matter how fierce the storm. Without it, it’s easy to get lost or overwhelmed by the chaos. Having clarity on your “why” isn’t just grounding — it’s energizing. It’s like a tree’s roots: you can’t always control the wind or the storms, but if your roots are deep, you can weather just about anything.

In times of uncertainty, your “why” provides the lens for decision-making and the fuel to keep going. It inspires your team to stay committed and reminds you all of the bigger picture. Purpose isn’t just a guiding principle — it’s the foundation that keeps everything standing, no matter how unpredictable the future might be.

3. Prioritize Story Before Strategy

Before any strategy comes a story. The way we understand ourselves, our work, and the world is deeply rooted in the stories we carry — stories that often go unexamined. Social construction reminds us that these stories shape our reality. They influence how we see challenges, define success, and choose our paths forward. If we don’t take the time to explore and understand the roots of these stories, our strategies risk being disconnected from what truly matters.

When faced with uncertainty or turbulence, I’ve learned that it’s critical to pause and ask: What are the stories driving how we see this situation? What assumptions are shaping our responses? For example, during a financial challenge at Perennial, I didn’t jump straight into creating a plan. Instead, I encouraged the team — and myself — to reflect on the deeper stories we were telling about the setback. Were we framing it as failure? Were we assuming scarcity or limitation?

To help reframe the moment, I shared a story from my farming experience. I talked about how tending to the soil isn’t about instant results but about creating conditions for growth, even when the outcomes are unseen or uncertain. This story wasn’t just about hope — it was about recognizing the roots of how we were interpreting the challenge and shifting our perspective. It reminded us to examine whether our assumptions were limiting our ability to move forward with creativity and intention.

Understanding the roots of our stories helps us craft strategies that are aligned with who we are and what we value. It’s not about rushing to fix the problem; it’s about reflecting on the narratives that shape how we see the problem in the first place. Story comes before strategy because it’s the foundation — the soil — from which everything grows. Only when we take the time to examine those deeper stories can we create strategies that are authentic, meaningful, and transformative.

4. Foster Open Communication

In uncertain times, silence doesn’t just leave questions unanswered — it creates anxiety and mistrust. Transparency, on the other hand, builds trust and strengthens connections. One of the most valuable lessons I’ve learned as a leader is the importance of fostering open, honest communication, even when the answers aren’t clear or the news is difficult to share.

When things feel turbulent, I make it a priority to include others in the conversation — not just about what’s going wrong but also about what’s possible. This means creating space for questions, inviting feedback, and being willing to admit what I don’t know. I’ve found that it’s not about having all the answers; it’s about showing up with authenticity and care.

For example, during a challenging period at Perennial, when uncertainty about resources loomed, I shared openly with my team. I didn’t pretend to have solutions ready. Instead, I invited them into the process, sharing the challenges we were facing and brainstorming possibilities together. This openness not only brought diverse ideas to the table but also strengthened our collective resilience. People felt heard, valued, and more invested in finding a path forward.

Fostering open communication isn’t about just pushing information out — it’s about building a culture of trust where people feel safe to share, ask, and contribute. It’s the kind of foundation that helps teams not only navigate uncertainty but thrive in it

5. Invest in Relationships

At the end of the day, leadership is about people. Strategies and outcomes matter, but relationships are what sustain the work, especially during challenging times. In The Soil of Leadership, I reflect on how, during difficult seasons, I turned to the relationships we had cultivated over years — our global network of alumni, partners, and supporters.

When uncertainty loomed, I reached out to share our situation. It wasn’t about asking for help directly but about deepening the connection and inviting others to be part of the story we were trying to create. I was struck by the overwhelming response — messages of encouragement, offers to support, and stories of how our work had made a difference in their lives. These moments reminded me of the strength and support that already existed within our community.

This relational foundation became a source of energy and inspiration, reinforcing a lesson I carry with me to this day: transformational relationships are possible but they require work. They are built on trust, care, and mutual investment, and they matter not just in the good times but especially when things get hard.

When uncertainty arises, it’s easy to focus solely on solving the problem or managing the crisis. But investing in relationships during these moments not only strengthens your ability to weather the storm — it deepens the sense of connection and shared purpose that sustains the work long after the turbulence has passed. Whether it’s a colleague, a partner, or your community, relationships are the roots that allow the organization to stay grounded and grow.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“When you change the way you look at things, the things you look at change.” — Max Planck

This quote has stuck with me for years because it gets to the heart of how much leadership — and life — is shaped by perspective. In The Soil of Leadership, I talk about how leadership isn’t just about solving problems or managing people — it’s about how we see the world around us and how our perspective shapes the outcomes we create.

This idea is a big part of what led me to create a model of leadership I call Leadership 3.0. Leadership 3.0 moves beyond traditional approaches that emphasize control and management, and even beyond collaboration, into a space where leaders tend to their inner world while creating the conditions for transformation. It’s about recognizing that we don’t lead in isolation — we lead from who we are and in connection with others. Those relationships, and the way we respond to them, are deeply shaped by how we’ve been conditioned to define and perceive them. When you shift your view of a situation, a challenge, or even a person, everything about how you engage with them changes.

A core piece of Leadership 3.0 is the concept of social construction — the idea that much of what we experience is shaped by how we frame and interpret it. I’ve faced situations — like losing a key partnership — that could have easily felt like failures or dead ends. But this quote always reminds me to step back, reflect intentionally, and ask, What am I not seeing? How can I view this differently? When I reframe moments like these, they stop being about loss and start being about opportunity. That shift allows me to refocus on what truly matters, build new relationships, and explore new directions that might not have been obvious at first.

This principle also plays out in everyday leadership. When I stop seeing my team as people to manage and start seeing them as co-creators in a shared vision, everything shifts. It creates space for trust, creativity, and collaboration — things that wouldn’t be possible without first changing how I perceive the relationship.

This quote has transformed the way I lead and how I show up in the world, and for over two decades, I’ve been working with others to help them shift their perspectives and experience that same transformation. When leaders embrace this mindset, they ignite a powerful ripple effect — unlocking new possibilities not only for themselves but also for their teams, organizations, and the communities they touch.

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Dr Britt Yamamoto of Perennial On Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.