The Future is Faster Than You Think: Kara Fasone Of The Chicago School On How Leaders Are Preparing for The Innovations, Disruptions, and Strategies That Will Define Tomorrow
An Interview With Cynthia Corsetti
Foster a Culture of Continuous Learning: Leaders must encourage a mindset of lifelong learning across their teams. In the face of rapid technological advancements, this helps employees stay relevant and agile. For example, I regularly encourage members on my team to present demos or how-to’s related to emerging technologies or tools they’re excited about. This provides an opportunity to educate one another on relevant trends and tools to make our jobs better and our lives easier.
The pace of change is accelerating, with innovations and disruptions reshaping industries faster than ever. Leaders must not only anticipate these changes but also develop strategies to thrive in this evolving landscape. How are forward-thinking leaders preparing for the technologies and challenges of tomorrow? What strategies are they putting in place today to ensure success in the future? As part of this series, we are interviewing Kara Fasone, PhD, SHRM-SCP
Kara is an adjunct professor at The Chicago School of Professional Psychology and a talent management leader with 10+ years of experience helping organizations leverage data, feedback, and behavioral principles to best grow and support their talent. She has a PhD in Industrial Organizational Psychology and a passion for pushing others to reach their fullest potentials. She practices a human-centered and data-driven approach to exploring workplace behavior and building incredible employee experiences.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
For as long as I can remember, I knew I wanted a career that allowed me to make a meaningful impact on others. At first, I thought that meant becoming a doctor — until I hit my college nightmare: Inorganic Chemistry. The barrage of complex formulas and my growing aversion to the sight of blood quickly convinced me that medical school was not my calling.
But rather than giving up on my dream of helping others, I redirected my focus. I realized my true passion was rooted in psychology. I had a knack for understanding human behavior and using that knowledge to create environments where people could thrive. This led me to study Industrial Organizational (I/O) Psychology, where I could blend my desire to help with my interest in people (and data!). My mission became clear: to empower individuals and organizations to live healthier, happier, and more productive lives through better work experiences.
Since earning my PhD, I’ve spent over a decade partnering with organizations to design and implement people-focused strategies that drive performance and engagement. From employee development to leadership training, diversity & inclusion initiatives, and beyond, I’ve been fortunate to work on a wide range of projects that help businesses optimize their greatest asset — their people.
In today’s workplace, change is constant. Whether it’s navigating new technologies, shifting organizational structures, or responding to external pressures, leaders are facing a rapid pace of change. I specialize in helping leaders not just manage change but lead through it. My work focuses on creating adaptable, resilient leaders who can guide their teams with clarity, confidence, and a sense of purpose during times of uncertainty.
Can you share the most interesting story that happened to you since you started your career?
What better example of extreme organizational change than the pandemic? It was certainly — for me — quite an interesting period of my career. When COVID-19 hit, the world was thrust into a whirlwind of uncertainty. Businesses shuttered, supply chains broke down, and teams were forced to navigate new ways of working — often without the luxury of clear answers. As a talent management and HR professional, I was working with leaders across the organizations I partner with to help them manage the disruption, but what struck me most wasn’t the complexity of the challenges they faced — it was the extraordinary resilience that many leaders showed in the face of overwhelming ambiguity.
I remember vividly, from observing my own company and swapping stories with my peers, the immense efforts made by organizations to shift to remote work (almost) overnight. Many leadership teams were overwhelmed, grappling with both logistical challenges and the emotional toll of leading in a time of crisis. Yet, despite the uncertainty, the most effective leaders remained committed to their people. They were honest about what they didn’t know, but they also communicated hope and adaptability. Their behavior — staying calm, staying connected, and being transparent — created a foundation of trust within the team.
The impact of these key leadership behaviors is impressive. According to Gallup, teams that feel supported by their leaders are 3.5 times more likely to be engaged at work. This was exactly what I witnessed — employees who had initially been uncertain about the transition to remote work were not only staying engaged, but they were innovating, finding new ways to collaborate, and taking ownership of solutions. They felt heard and valued, and that made all the difference.
This experience helped me realize something profound: leadership behaviors can make or break a team, especially in times of uncertainty. The ability to stay calm, adapt quickly, and prioritize the well-being of others in the face of constant change isn’t just an admirable trait; it’s a strategic advantage. The leaders who leaned into this reality were the ones who not only guided their teams through a crisis but emerged with stronger, more resilient cultures.
In the end, COVID reinforced my belief that leaders can be the difference between a team that buckles under pressure and one that rises to the occasion. The impact of leadership behaviors is profound — especially in times of constant change. And for me, it was a reminder that the best leaders don’t just manage change — they help their people thrive in it.
What do you think makes your company stand out? Can you share a story?
I feel lucky to now be teaching for the very program I graduated from at The Chicago School of Professional Psychology. As both an alum and a current instructor, I deeply appreciate the program’s emphasis on the diversity of thought and its focus on equipping students to support leaders and organizations through times of change and innovation. In today’s fast-paced world, where change is the only constant — as Heraclitus famously said — helping organizations navigate that change with resilience is crucial. I don’t just teach theories; I try my best to guide future organizational consultants to be agile leaders and thought partners who can make a real impact in dynamic environments.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Three character traits that have been most instrumental to my personal and professional success are empathy, communication, and curiosity — each of which has played a key role in navigating change and helping others do the same.
- Empathy has always been central to how I connect with people, especially during times of uncertainty. One example that stands out is when I worked with a leadership team during the early stages of the COVID-19 pandemic. Many employees were anxious about job security, remote work, and the general instability the pandemic had caused. Instead of just focusing on the logistical side of the transition, I took the time to understand the emotional toll it was taking on the team. By listening actively and validating their concerns, I was able to help the leadership team craft messages that acknowledged the challenges while offering reassurance and a clear plan forward. This empathetic approach not only helped ease tensions but also fostered trust, which allowed the team to remain productive and engaged during a period of high stress.
- Communication has been another crucial trait in my ability to manage change effectively. In one instance, early in my career, I was working with an organization that was undergoing an organizational restructure. Employees were facing the uncertainty of new roles, reporting lines, and responsibilities. I worked with senior leadership to ensure clear, transparent communication at every stage of the process. This included regular town halls, emails, and one-on-one check-ins. The result? Employees felt informed, valued, and empowered rather than sidelined in the transition. By fostering open lines of communication, leaders helped the organization reduce confusion and resistance, ultimately making the restructuring smoother and more successful.
- Lastly, curiosity has been essential in driving both my personal growth and my ability to lead others through complex, rapidly changing environments. One example of this came when I helped a company transition to a new Human Resources Information System (HRIS). The leadership team was excited but overwhelmed by the magnitude of the change. Instead of assuming I knew all the answers, I approached the situation with curiosity, seeking to understand both the technical aspects of the new system and the unique needs of the organization. I asked questions, engaged with experts, and even led user testing sessions. This allowed me to identify pain points and offer tailored support that helped the team embrace the technology with confidence. By staying curious and open-minded, I was able to guide them through the disruption in a way that felt manageable and empowering.
Each of these traits — empathy, communication, and curiosity — has not only helped me manage change but also has enabled me to support leaders in navigating disruption with resilience and clarity.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. What emerging technologies do you believe will have the most significant impact on your industry in the next five years, and how are you preparing for them?
In my role as a talent & HR professional, I’ve been curious about how emerging technologies like artificial intelligence, employee well-being tools, and people analytics will shape the way leaders can support their employees moving forward.
- Artificial Intelligence (AI): There are so many AI-enabled talent tools that have seemingly arisen overnight in the HR space. For example, AI-powered recruitment tools can help reduce bias in hiring and ensure organizations are matching candidates with the roles where they will thrive. Additionally, AI-based platforms like Textio can provide real-time coaching to leaders on how they can improve their delivery and fairness of employee performance feedback, minimizing unconscious bias that tends to take hold during critical career conversations.
- Employee Well-being Platforms: With employee well-being becoming a key focus for organizations, I’m a huge advocate of encouraging organizations to integrate well-being platforms that provide personalized support for mental, physical, and financial health. These platforms can offer employees access to wellness resources, and some can even empower leaders to tailor well-being programs that fit the unique needs of their teams. This approach not only supports employees holistically but also drives greater engagement and retention.
- People Analytics: Data-driven decision-making is transforming HR strategies, and I’ve had the pleasure of working with some incredible people analytics professionals to use HR analytics to track engagement levels, identify trends in turnover, and assess the effectiveness of various leadership initiatives. By using predictive analytics, organizations can help leaders make informed decisions about how to allocate resources or adjust their approach to better support their teams, ensuring that interventions are both timely and impactful.
How do you balance the need for rapid innovation with the risk of potential disruptions in your organization?
Balancing rapid innovation with the potential risk of disruption requires a thoughtful approach that combines agility with strategic foresight. In general, I try to empower organizations to foster a culture of experimentation, where innovation is encouraged but always aligned with the organization’s core values and long-term goals. By leveraging data and feedback from both leaders and employees, I work with teams to ensure that new initiatives are tested on a smaller scale before being fully implemented, which helps minimize disruptions. At the same time, I prioritize open communication across all levels of the organization, ensuring that employees are well-informed and supported as changes are introduced. This approach allows us to innovate quickly while mitigating risks by being responsive to potential issues before they become larger problems.
Additionally, I emphasize the importance of resilience in leadership. Leaders who are equipped to guide their teams through periods of change, while maintaining trust and transparency, play a critical role in ensuring that innovation does not overwhelm the organization. By preparing leaders with the right tools and mindset, we can adapt quickly to emerging opportunities without losing sight of the stability and engagement that are essential to long-term success.
Can you share an example of a strategy you’ve implemented to future-proof your business against upcoming technological changes?
To future-proof organizations against upcoming technological changes, I partner with leadership teams and emphasize the importance of a strategy focused on continuous learning and adaptability. One small example of this may look like creating internal channels for leaders to explore new technologies and share best practices. Through regular workshops and transparency on how AI tools are expected to play a larger role in the workplace, it becomes easier to ensure that leaders are always equipped with the knowledge and tools to evaluate and implement emerging technologies in a way that aligns with business objectives.
What skills or mindsets do you believe are essential for leaders to thrive in an era of rapid technological advancement?
In an era of rapid technological advancement, there are three essential skills and mindsets that leaders must cultivate to thrive:
- Adaptability: Leaders need to embrace change and be willing to pivot quickly as new technologies emerge. A growth mindset — seeing challenges as opportunities to learn — is crucial in this environment. According to a report by McKinsey, organizations with highly adaptable leadership teams are 2.5 times more likely to be top performers in innovation and growth (McKinsey & Company, “The Role of Leadership in Organizational Adaptability,” 2022).
- Tech-Savviness: Leaders must develop a basic understanding of emerging technologies so they can make informed decisions and guide their teams effectively. This doesn’t mean they need to be experts, but they should be comfortable using technology to drive efficiency and innovation. A PwC survey found that 77% of CEOs believe that technology will disrupt their business in the next five years, and 61% say they are focusing on developing a digital mindset among their leadership teams (PwC, “21st CEO Survey,” 2023).
- Emotional Intelligence (EI): As technology increasingly mediates our work, leaders must prioritize emotional intelligence to maintain strong team dynamics and employee engagement. High EI helps leaders navigate the complexity of remote and hybrid work environments, especially during periods of technological change. According to a study by TalentSmart, 90% of top performers have high emotional intelligence, which is critical for managing change and fostering collaboration in today’s tech-driven workplace (TalentSmart, “Emotional Intelligence 2.0,” 2021).
These skills — adaptability, tech-savviness, and emotional intelligence — are not only essential for leading through technological advancements but also for building resilient, future-ready organizations.
What are your “Five Things You Need to Prepare For The Disruptive Future”?
To prepare for inevitable disruption and ambiguity in the workplace, leaders should focus on these five key actions:
- Foster a Culture of Continuous Learning: Leaders must encourage a mindset of lifelong learning across their teams. In the face of rapid technological advancements, this helps employees stay relevant and agile. For example, I regularly encourage members on my team to present demos or how-to’s related to emerging technologies or tools they’re excited about. This provides an opportunity to educate one another on relevant trends and tools to make our jobs better and our lives easier.
- Encourage Innovation and Experimentation: Leaders should create safe spaces where experimentation is encouraged. This allows teams to try new ideas and fail fast, which is crucial in a rapidly changing world. At a previous organization, we implemented “innovation labs” where employees could pitch and test new ideas without the fear of failure. One of these experiments led to the development of a more efficient internal communications approach, which significantly improved collaboration for hybrid and remote employees specifically.
- Leverage Data-Driven Decision Making: In a disruptive future, leaders must rely on data to make informed decisions. Leaders who don’t use data risk making choices based on outdated models or assumptions. I have a close friend and colleague who worked with a company that began incorporating predictive analytics into their hiring process. By using data to analyze employee turnover trends, we were able to proactively adjust retention strategies, reducing turnover by 15% over six months and ensuring they had the right talent in place for future challenges.
- Build Emotional Resilience: In a world of constant change, leaders must not only be adaptable but also emotionally resilient, able to maintain composure in the face of adversity. During a merger I witnessed early in my career, the leadership team was under extreme pressure to integrate two distinct cultures. The key to success was their ability to stay calm and empathetic, providing clear, consistent communication, and supporting their teams through the uncertainty. Their emotional resilience helped guide the company through a period of massive upheaval without losing employee morale or engagement.
- Promote Collaboration Across Boundaries: Leaders should encourage cross-functional collaboration to break down silos and prepare for the future. For example, in one organization, I worked with a team to break down departmental barriers by creating cross-functional working groups. These teams, which included members from tech, HR, and operations, were able to quickly adapt to new processes and technologies, helping the company pivot faster during intense cultural transformation efforts.
By focusing on these five strategies — continuous learning, innovation, data-driven decision-making, emotional resilience, and collaboration — leaders can better prepare themselves and their teams for the disruptive changes ahead.
How do you foster a culture within your team that is both adaptable and resilient in the face of fast-paced innovation?
To foster a culture of adaptability and resilience, I focus on empowering my team to embrace continuous learning and view challenges as opportunities for growth. For example, during a recent talent program cycle, I encouraged team members to experiment with new tools and technologies, offering time and resources to help them stay ahead of the curve. When our approach for using a new analytics tool didn’t go as planned, we quickly gathered feedback, analyzed the issue, and adjusted our approach, treating the setback as a valuable learning experience rather than a failure. This transparency and focus on learning not only helped us pivot quickly but also reinforced the idea that innovation requires experimentation and adaptability. Additionally, by maintaining open lines of communication — regular check-ins, and one-on-one support — I ensured the team felt heard, supported, and empowered to navigate change together.
How do you ensure that ethical considerations and social impact remain a priority as you navigate rapid advancements in technology?
To ensure that ethical considerations and social impact remain a priority amidst rapid technological advancements, I take a proactive approach by embedding ethics into our decision-making processes and continuously evaluating the potential impact of new technologies. For example, when introducing AI tools into an organization, I think it’s beneficial to lead discussions with leadership and stakeholders to establish clear guidelines on ethical use — ensuring that these tools are not only efficient but also free from bias and aligned with the organization’s core values. I also feel strongly about prioritizing stakeholder engagement, regularly soliciting feedback from employees, clients, and communities affected by these technologies, to ensure that we are considering diverse perspectives.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement that would bring the most good to the most people, it would focus on transforming the way organizations hire — making hiring processes fairer, more effective, and free from bias. Over the years, I’ve dabbled in building my own startup with this mission in mind, as I believe that equitable hiring practices are crucial to creating inclusive, diverse workplaces where individuals are hired based on their skills, potential, and fit for the role, rather than external factors like gender, race, or background.
The movement would aim to shift the hiring culture and unintentional habits across industries, providing organizations with tools and strategies to eliminate unconscious bias, standardize recruitment processes, and ensure that all candidates have equal opportunities to succeed. By implementing data-driven approaches, inclusive job descriptions, and structured interview techniques, we can build workplaces that truly reflect the diverse talent available. This would not only open doors for underrepresented groups but also help organizations unlock the full potential of their teams by hiring the best talent — not just the most familiar.
Ultimately, the goal would be to create a world where individuals are judged solely on their abilities and contributions, and organizations thrive because they’ve built teams based on true merit and diversity of thought. The ripple effect of such a movement would not only impact organizations but also entire communities, leading to fairer economic opportunities and a more inclusive society.
How can our readers further follow you online?
Please feel free to connect with me via LinkedIn! I’m always happy to connect & collaborate with like-minded professionals and organizations.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
The Future is Faster Than You Think: Kara Fasone Of The Chicago School On How Leaders Are Preparing… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.