Exclusive Interview with Brian Solis

Effective leadership serves as the crucial catalyst for both successful innovation and the profound transformation of any collective entity, be it an organization, a team, or even a country. Leaders are responsible for setting a compelling vision, articulating the ‘why’ behind the need for change, and fostering a culture where calculated risk-taking, experimentation, and learning from failure are not just tolerated, but actively encouraged. By championing new ideas, allocating resources strategically, empowering individuals, and navigating the inherent uncertainties of uncharted territory, leaders create the necessary environment for groundbreaking concepts to emerge and take root. Ultimately, it is the foresight, resilience, and guidance of strong leadership that enables groups to move beyond the status quo, adapt to evolving landscapes, and consciously shape a more innovative and prosperous future.

Today we will start with Gemini’s summarization of the global innovation community’s shared understanding surrounding the intersection of innovation, leadership, and the future above and dive deep into what it takes to make a leadership mindshift with our special guest.

Helping Leaders Make the Mindshift the Future Requires

I recently had the opportunity to interview Brian Solis, a world-renowned futurist, keynote speaker, and author of over 60 industry-leading research publications and 8 best-selling books exploring disruptive trends, corporate innovation, business transformation, and consumer behavior. Forbes has called him “one of the more creative and brilliant business minds of our time” and The Conference Board described Brian as “the futurist we all need now.”

Brian serves as the Head of Global Innovation at ServiceNow where he leads vision, strategy, and program innovation for the company’s global Innovation Centers. Brian also studies disruptive technologies, emergent trends, and market shifts to advise business executives on innovation and transformation strategies.

Brian continues to publish business and technology thought leadership in industry publications such as CIO, Forbes, and Worth, and has consistently been recognized as one of the world’s leading thinkers in innovation, business transformation, and leadership for over two decades. .

Below is the text of my interview with Brian and a preview of the kinds of insights you’ll find in Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future presented in a Q&A format:

1. Let’s set the stage. Why is someone’s mindset so important and what is a mindshift?

Your mindset is the operating system for how you experience and interact with the world. It influences how you perceive reality, react to change, and ultimately determine the role you play in shaping the future.

A mindshift isn’t just a minor adjustment — it’s a fundamental rewiring of how we see, think, and operate. It’s the moment when you realize you don’t have to accept the status quo and instead begin to create new possibilities.

We’re living in an era where exponential change is the new normal. AI, automation, digital transformation — these aren’t just trends; they’re fundamentally reshaping industries and societies. Those who cling to legacy thinking will struggle. Those who embrace a mindshift — who become adaptable, curious, and proactive — will thrive.

A mindshift is about moving from passive observer to active architect of the future. Unlearn old patterns, embrace new perspectives, and take intentional action to drive meaningful change. It’s a choice. It’s a responsibility. And, ultimately, it’s a competitive advantage.

2. Why is it so easy for leaders to downplay potential disruptions?

Leaders often don’t see disruption coming—not because they’re unaware, but because they’re focused on optimizing the present. This comes at the cost designing the future. I call this the “other ROI,” which signifies return on ignorance. Ask, “what happens if I’m not asking different questions?” or “what’s the cost of not investing in alternate futures?” Many companies and executives operate in a legacy mindset, where efficiency, risk avoidance, and short-term gains take priority.

This creates a dangerous blind spot. Disruption doesn’t announce itself with a press release. It starts small, at the edges — emerging consumer behaviors, shifts in expectations, technological advancements that seem niche or “not our problem.” By the time these trends become impossible to ignore, it’s often too late.

Kodak is a classic example. They invented the digital camera but failed to embrace it because they were too invested in their film business. Taxi companies dismissed Uber as a niche alternative until it completely redefined the transportation industry. Blockbuster dismissed streaming early on, etc.

The irony? The very disruption leaders fear is also their biggest opportunity. Those who develop a mindshift — who cultivate foresight, agility, and a culture of continuous learning—don’t just react to disruption. They create it.

3. Classic question: Are leaders born or made, and why or how?

Leaders are made. Leadership is not a title, and it’s not something you inherit. It’s a mindset. It’s a set of behaviors and choices that anyone — at any level — can develop.

Yes, some people are naturally more charismatic or decisive or confident or vocal, but leadership isn’t about personality traits. It’s about genuine vision, courage, empathy, and the ability to inspire action.

The best leaders are not limited to those who have climbed the corporate ladder. They’re the ones who create ladders for others. They lift others up. They see problems others ignore, challenge assumptions, and take action when no one else will.

If leadership were purely an inborn trait, we wouldn’t see individuals from unexpected backgrounds rise to the occasion. Look at someone like Satya Nadella, who transformed Microsoft not just by making smart business moves, but by shifting its culture from one of competition to one of collaboration and innovation. Or look at the CEO of ServiceNow, Bill McDermott, who bought a deli at 16 and then sold Xeros copiers door-to-door after college.

The good news? Leadership is a skill. And like any skill, it can be developed — through self-awareness, learning, resilience, and a commitment to constant growth.

4. What are some of the best ways for people to become more self-aware?

Self-awareness is the foundation of a mindshift. Without it, we’re running on autopilot, reinforcing the very patterns that hold us back, but thinking we’re growing.

The first step is intentional reflection. Most of us operate in a reactive state, responding to emails, putting out fires, and navigating daily demands without ever stopping to ask: Why do I think this way? Why do I act this way? What assumptions am I carrying?

Here are some practical ways to build self-awareness:

• Journaling – Write down your thoughts, decisions, and reactions. Over time, patterns emerge.
• Feedback loops – Actively seek input from mentors, colleagues, and even those who challenge you.
• Mindfulness practices – Simply taking a few moments to observe your thoughts rather than react to them can be transformative.
• Personality and strengths assessments – Tools like StrengthsFinder or the Enneagram can provide valuable insights into your natural tendencies.
• Board of Directors – Change who your surround yourself with. Without realizing, we often keep the company of those who keep us right where we are.
• The “Why?” method – When you make a decision or hold a strong opinion, ask “Why?” five times. You might be surprised at the subconscious beliefs driving your actions.

5. What makes it hard for people to be optimistic? Or for some, to avoid being too optimistic?

Optimism is a powerful force — but it has to be grounded in reality.

Many people struggle with optimism because they’re conditioned to focus on risks and worst-case scenarios. We live in a world where negativity is amplified — headlines focus on crises, social media fuels outrage, and many corporate cultures reward problem-spotting over possibility-seeking.

On the other hand, unchecked optimism can be dangerous. If we ignore reality, we risk falling into wishful thinking, assuming everything will work out without taking the necessary action to make it work out.

The key is pragmatic optimism — the ability to see opportunities while also acknowledging challenges. It’s the belief that the future can be better, but only if we take responsibility for shaping it.

6. Most of our audience is aware of the Fixed vs. Growth Mindset concept, but are there key aspects of this concept that tend to be overlooked or underestimated?

Yes — many people misunderstand how to actually develop a growth mindset.

It’s easy to say, “I believe I can grow,” but without action, nothing changes.

Talking about taking action is not taking action. Thinking and dreaming about it, reading about it, learning from others who do it, planning for it, none of this is taking action.

The real key is deliberate discomfort. Growth doesn’t happen in our comfort zones—it happens when we actively seek out challenges that stretch us. You have to start with disrupting yourself.

Another overlooked aspect is environment. You can’t sustain a growth mindset if you’re surrounded by people who reinforce fixed thinking. Leaders must cultivate environments where learning, experimentation, and even failure are embraced.

A growth mindset isn’t just about believing in potential — it’s about practicing resilience, adaptability, and curiosity every single day.

7. What is the role of transcendence in achieving mindshift or the relationship between them?

I tell the story about transcendence and Maslov in the book. If you’re reading this now, I hope you read the book!

Transcendence is about breaking free from the mental constraints of the past. It’s about seeing beyond immediate challenges and into what’s possible.

A mindshift happens when we transcend our habitual ways of thinking, seeing, and being. It requires stepping outside our ego, our fears, and our assumptions to view the world—and our role in it — through a fresh lens.

Great leaders transcend the present to create the future. They don’t just accept reality; they challenge and redefine it. They become it.

8. What is the relationship or overlap between futurology and mindset shifting?

Futurology isn’t about predicting the future—it’s about anticipating and preparing for it. A mindshift allows us to anticipate and shape what’s coming, rather than react to it.

A future-ready mindset means continuously questioning assumptions, scanning for emerging trends, and developing the agility to pivot before disruption forces our hand.

9. What role does storytelling play in a mindset shift for an organization instead of an individual?

Storytelling is communication and can drive cultural transformation.

Organizations shift their collective mindset when leaders craft compelling narratives that connect people to a shared vision of the future.

The most successful change initiatives are fueled by stories that inspire belief, belonging, and action.

10. From your experience, what are some of the best ways to test your story before you start to tell it?

A great story isn’t told — it’s experienced. Before launching a new narrative, whether for an organization, a product, or a movement, it’s essential to validate it in the real world. Here’s how:

1. Start Small, Iterate Fast – Share your story with a small, trusted audience first—mentors, team members, or even a focus group. Observe their reactions. Are they engaged? Do they lean in? Do they see themselves in the story?
2. The Emotional Test – A great story moves people. If it doesn’t spark curiosity, excitement, or even tension, it might need refinement. If people just nod politely, go deeper—make it more personal, more relatable, or more urgent.
3. Reverse Engineer It – What reaction do you want? Is your story designed to drive action? To challenge assumptions? To inspire change? If it doesn’t achieve its intended purpose, revisit the framing.
4. Test Across Channels – Does your story hold up in a conversation? A blog post? A social media post? A keynote? A strong narrative should be adaptable yet consistent across different mediums.
5. Listen for the Retell Factor – The best stories get repeated. If people remember and share your message in their own words, you’ve got something powerful. If they struggle to summarize it, it might need simplification or more emotional depth.

A story goes beyond what you say—it’s what people hear, feel, and share. Make sure it resonates before you take it to a bigger stage.

11. What’s the biggest barrier to a mindshift, and how can people overcome it?

The biggest barrier? Fear of letting go.

People often cling to outdated beliefs, behaviors, and ways of working—not because they’re effective, but because they’re comfortable. Even when the evidence is clear that change is needed, there’s a psychological safety in the familiar.

Overcoming this requires intentional unlearning. The best way to do this?

1. Expose yourself to new ideas and perspectives – Read outside your industry. Talk to people with different viewpoints. Travel, even if it’s just to a different part of your city. Disruption often starts with who you surround yourself with.
2. Challenge your own beliefs – Ask yourself: What do I assume to be true that might not be? What if the opposite were true? This exercise alone can unlock powerful insights.
3. Get uncomfortable, on purpose – Growth doesn’t happen in the comfort zone. Seek experiences that stretch you—whether that’s public speaking, launching a bold new initiative, or simply saying “yes” to something that scares you.
4. Redefine failure – Failure isn’t the opposite of success; it’s part of the process. A mindshift happens when you stop fearing failure and start learning from it.
5. Surround yourself with catalysts – The people around you either reinforce old thinking or help you level up. Seek out those who challenge you, inspire you, and push you to see things differently.

A mindshift doesn’t happen to you. It happens because of you. And the more intentional you are about rewiring your thinking, the more unstoppable you become.

12. What’s one thing every leader should do today to future-proof themselves?

Start with reading Mindshift! 😉

Leaders today need vision.But they also need foresight. The world is shifting too fast for traditional leadership approaches to keep up.

So here’s a challenge: Block out 30 minutes every week to explore the future.

• Study emerging trends (AI, automation, shifting workforce dynamics).
• Read about what’s happening outside your industry.
• Watch how Gen Z and Gen Alpha are interacting with technology.
• Ask, “What does this mean for me? My industry? My team?”

The leaders who thrive in the future are the ones who anticipate it today. The best way to be ready for what’s next is to start thinking like the future, right now.

Conclusion

Thank you for the great conversation Brian!

I hope everyone has enjoyed this peek into the mind of the man behind the insightful new title Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future!

Image credits: Brian Solis

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