Download PDF Fall Bridge on the Materials Genome Initiative September 29, 2025 Volume 55 Issue 3 The Fall 2025 issue explores the Materials Genome Initiative’s progress and future outlook, showcasing advances in autonomous experimentation, sustainable polymers, next-generation batteries, and the broader role of AI in engineering. A Word from the NAE Chair: The Critical Role of Leadership in Times of Challenge and Change Wednesday, October 1, 2025 Author: James O. Ellis Jr. I write these words just weeks after assuming the role of Chair of the National Academy of Engineering governing Council, succeeding Erroll Davis. On behalf of the entire Academy, I express both our thanks to him for his selfless service and our sincere best wishes for his future health and happiness. Like Erroll, and Don Winter before him, I am very grateful for the opportunity to serve as your Chair. I am especially honored to support our new President, Dr. Tsu-Jae King Liu as she enthusiastically assumes her leadership role at a pivotal time in the history of the NAE. In every era, societies, organizations, and institutions face periods of challenge and changes that test not only the strength of systems and organizations but, more importantly, the caliber of their leadership. Whether sparked from economic crises, geopolitical upheavals, technological disruption, pandemics, or internal social transformations, leaders must navigate uncertainty with resolve. Effective leaders provide direction, instill confidence, make difficult decisions, and create the necessary paths to move forward. It is in these defining moments that true leadership emerges—not merely as a position of authority, but as a force for resilience, clarity, and adaptive strength. Like many of you, I have spent decades in diverse organizations during different and often challenging times. I have also observed countless leaders, myself included. Along the way, I noted constant leadership elements that emerge in times of challenge and change. These are my personal observations. The list is not exhaustive, and they are not dogma or doctrine. I provide them to ignite future conversations as together we navigate the challenges of today and tomorrow. Leadership as the Anchor in Uncertainty During challenging times, uncertainty can be paralyzing. It is not the change itself that confounds us but rather the pace and acceleration—in engineering terms—the first and second derivative. People look to their leaders not only for answers but for assurance. The emotional tone set by a leader shapes the morale and behavior of an entire group. Calm, composed, and authentic leaders reduce panic and maintain a sense of purpose even in the most volatile environments. Consider historical figures like Franklin D. Roosevelt during the Great Depression or Winston Churchill during World War II—leaders who were able to inspire hope amid hardship. The example they set and their ability to communicate openly and consistently was as important as the decisions they made. A strong leader is anchor-providing stability even when the external environment is in flux. This stability is not rooted in stubbornness or denial of the situation, but in an honesty paired with an unwavering commitment to progress. It requires emotional intelligence, empathy and the ability to listen to the concerns of others while charting a path forward. As I often note, real listening is not the same as not talking. One must actively engage to really hear and understand the critical messages amid the cacophony that often comes with rapid change. Vision and Adaptability In transformative periods, it is not enough to manage the present; leaders must also prepare for and shape the future. This requires vision—the ability not just to react to change but to see beyond the immediate crisis and reimagine what is possible. A compelling vision acts as a guiding light, offering a destination even when the path to its achievement is unclear. Importantly, this vision must be flexible. Leaders must be willing to revise strategies as new information becomes available or as circumstances evolve. Rigid adherence to outdated plans or organizational structures can lead to failure, while adaptive leadership can enable innovation and resilience and allow us to capture the opportunities that often come with dramatic and rapid change. An excellent example of visionary leadership in our recent history is the rapid digital transformation led by CEOs during the COVID-19 pandemic. With physical operations shut down, organizations were forced to pivot overnight to remote work, online services, and virtual collaboration. Leaders who embraced change and adopted new technologies were able to keep their teams functioning and even thrive under novel conditions. This adaptability in the face of challenge was not just about survival, it became a driver of growth. For them, as Thomas Carlyle once observed, “the block of granite that was an obstacle in the pathway of the weak, became a steppingstone in the pathway of the strong.” Decision Making in Complexity One of the most difficult aspects of leadership during challenges and change is decision making under pressure. Complex problems often involve incomplete information, conflicting interests, demanding risk assessment and no ideal or even obvious solutions. Yet leaders must still make decisions—often quickly and with high stakes in the balance. In such scenarios, effective leaders rely on their core principles and long-term values. They also consult diverse perspectives, weigh the risks as best they can and take responsibility for the outcomes. Courage is essential here. It is easier to delay or delegate tough calls, but true leaders understand that indecision can be more damaging than a wrong decision. They take ownership, communicate the rationale behind their choices, and learn from the consequences. Importantly, they foster cultures where learning from failure is encouraged, thus allowing organizations to evolve rather than stagnate. Communication as a Leadership Tool Clear, consistent, and transparent communication is one of the most powerful tools a leader can wield in turbulent times. Uncertainty breeds rumors, fear, and disengagement. A leader who communicates honestly about challenges, progress, and expectations creates trust. Communication should not be a one-way broadcast, but a dialogue—an opportunity to engage stakeholders, listen to feedback, and respond to concerns. The tone and content of communication also matter. Leaders must balance realism with optimism. Sugar-coating challenges can erode credibility, while overly negative messaging can crush morale. The best leaders are those who acknowledge the gravity of a situation but also highlight collective strengths, chart paths forward, and exhibit optimism. These leaders show us that, together, we will emerge from the current crisis better and stronger. Simply put, in these times, the role of leaders must be to absorb fear, not create it. The Human Side of Leadership While strategy and decision making are critical, leadership during change is ultimately about people. You manage things—budgets, programs, schedules—but you lead people. Leaders must attend to the emotional and psychological needs of their teams. During crises, individuals may feel anxious, overwhelmed, or demotivated. These are real, human emotions that affect us all; they are not signs of weakness or lack of capability. Leaders who show empathy, provide support, and foster inclusive connection maintain cohesive and engaged workforces. When I used to speak about leadership, I would always highlight the value of compassion and the importance of being self-aware, even when delivering difficult messages. A good leader appreciates the impact of their actions and the importance of sustaining each team member’s self-respect. Servant leadership, a model in which the leader’s primary role is to serve the needs of others, can be particularly effective in such contexts. This approach emphasizes humility, compassion, and stewardship. When people feel that their leader genuinely cares about their well-being, loyalty and performance tend to increase. Building Trust and Integrity At the Hoover Institution, where I hang my hat these days, the late Secretary George Shultz would often remind us that, in all things involving human beings, “trust is the coin of the realm.” Trust is also the currency of leadership, and it is never more valuable than in times of change. Leaders must act with integrity—doing what they say they will do, honoring commitments, and modeling ethical behavior. When trust is broken, especially during a crisis, the damage can be long-lasting and difficult to repair. Building trust requires consistency, openness, and accountability. Leaders must admit mistakes when they occur, explain their decisions honestly, and remain open to scrutiny. Trust is not built overnight, but it can be eroded instantly. Leaders who protect this trust create environments where collaboration flourishes and where people are willing to take risks in service of a shared mission. Conclusion The critical role of leadership in times of challenge and change cannot be overstated. Leadership is not about authority, it is about service, courage, and vision. It is about guiding others through uncertainty with empathy and clarity. Effective leaders inspire confidence, make difficult decisions with integrity, adapt to new realities, and keep people connected to a larger purpose. As members of the NAE, by definition, you all are leaders. And, as I know you understand all too well, leaders cannot sit on the sidelines. There’s an old maritime quotation attributed to Oliver Wendell Holmes that I like: Greatness lies not in where we stand but in what direction we are moving. We must sail, sometimes with the wind and sometimes against it, but sail we must and not drift, not lie at anchor. As the world continues to face complex and unpredictable challenges—climate change, geopolitical tensions, technological disruption, and social discord—the need for capable, ethical, and forward-thinking leadership is more urgent than ever. In these moments, we are reminded that leadership is not just about navigating today’s storms but about building vessels strong enough to carry us all to a better future. About the Author:James O. Ellis Jr. is chair of the National Academy of Engineering