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\n\t\tOpinions expressed by Entrepreneur contributors are their own.\t<\/p>\n
On Jan. 15, 2009, U.S. Airways Flight 1549 struck a flock of Canada geese shortly after takeoff from LaGuardia Airport, a blow that quickly shut down both of the plane\u2019s engines. Captain Chesley \u201cSully\u201d Sullenberger and his crew had just 208 seconds to do something for which they had never trained, with zero room for error: an emergency water landing on the Hudson River. Incredibly, they pulled it off, and all 155 people on board survived.<\/p>\n
The event was quickly dubbed the \u201cMiracle on the Hudson,\u201d but it wasn\u2019t quite that.<\/p>\n
\n\u201cI think, in many ways, as it turned out, my entire life up to that moment had been a preparation to handle that particular moment,\u201d Sullenberger later reflected<\/a>.<\/p>\n<\/blockquote>\n
\u201cOne way of looking at this might be that, for 42 years, I\u2019ve been making small regular deposits in this bank of experience\u2026 and on Jan. 15, the balance was sufficient so that I could make a very large withdrawal.\u201d<\/p>\n
A bird strike is one of those rare horrors that is virtually impossible to predict. But as a former Air Force pilot who later trained flight crews to respond to in-air emergencies, Sullenberger was about as versed in the unpredictable as any one person could be. When his impossible moment arrived, he had something better than a plan \u2014 he had a prepared mind.<\/p>\n
As leaders in 2026, there is no possible way to anticipate every potential hazard or curveball the coming year may throw our way. Instead of trying to predict the future, do this.<\/p>\n
Make shifts strategically<\/h2>\n
One of the big mistakes that leaders make during any sort of major shift, be it an economic downturn or the sudden emergence of generative AI, is to implement sudden, sweeping changes without thinking them through. We\u2019ve seen plenty of examples of this since ChatGPT hit the mainstream, from CEOs who hastily laid off their entire staff to fast-food chains that put half-baked technology to work, to disastrous effect (bacon ice cream<\/a>, anyone?).<\/p>\n
When implementing any sort of change, my advice is to start small and prioritize strategically. A recent study<\/a> from MIT found that 95% of attempts to incorporate generative AI into business are failing, and many organizations are abandoning their AI initiatives after pouring billions into their development.<\/p>\n
It\u2019s not the technology that\u2019s at fault; it\u2019s that leaders are trying to transform everything simultaneously and failing to examine what actually matters. Stephanie Woerner, director of the MIT Center for Information Systems Research, explains<\/a> that experimentation is only the first phase of integrating AI into operations and that there\u2019s a big step between building a pilot and truly developing \u201can AI way of working.\u201d Spending adequate time in this space means fewer blown resources and a clearer understanding of where AI actually adds value versus where it\u2019s simply chasing a trend.<\/p>\n
Hire for adaptability<\/h2>\n
The real reason Sullenberger was able to land that plane was the same reason some founders can survive major market shifts and unpredictable headwinds: adaptability.<\/p>\n
Anyone who intends to stay in business for long should have adaptability baked into their core. But equally important is having a team that shares that quality.<\/p>\n
The traditional hiring playbook prioritizes credentials, technical skills and industry experience. These things are important, certainly, but they\u2019re no longer enough. What matters now is how candidates cope with change, like a key skill suddenly becoming obsolete or when a sudden crisis demands fast, creative problem-solving.<\/p>\n
Instead of looking only at existing knowledge, look for evidence of adaptability in action. Does this person demonstrate curiosity and a willingness to learn outside their comfort zone? Can they point to moments when they had to abandon the plan and improvise? I recently hired a product manager who had spent years in healthcare technology. While her previous sector had little in common with the role she\u2019d be filling at Jotform, she impressed me with how she talked about transferring her experience. Working in an environment where mistakes had serious consequences had taught her to anticipate problems before they escalated and to design systems that could be trusted to perform under pressure.<\/p>\n
Future-minded hiring means finding people who won\u2019t freeze when circumstances shift dramatically. Ask candidates about times they\u2019ve had to navigate ambiguity, learn a new skill under pressure, or challenge their own assumptions. Listen to how they think, not just what they know.<\/p>\n
I\u2019m grateful to work with a team with adaptability carved into their DNA at Jotform. It helped us immeasurably when we decided to quickly develop AI-powered versions of our tried-and-true products, like AI form builders.<\/p>\n
Practice crisis thinking<\/h2>\n
Crisis thinking may sound a lot like catastrophizing, but there\u2019s an important distinction. Catastrophizing is spinning worst-case scenarios in your head until you\u2019re paralyzed by anxiety. Crisis thinking is the deliberate practice of asking \u201cwhat if\u201d so you\u2019re prepared to act when things go wrong.<\/p>\n
The best leaders regularly ask the uncomfortable questions that will better prepare them for the future. Back when Jotform was still a startup, I asked myself what would happen if a major competitor decided to enter the forms space. I didn\u2019t enjoy picturing the scenario, but it did help me gain clarity on what the challenges would be and what set Jotform apart in a way that couldn\u2019t be replicated.<\/p>\n
When I heard that Google would be releasing a product in direct competition with ours, I was not pleased, but I also wasn\u2019t completely panicked or blindsided. We doubled down on the features that made us different, like superior customization and a laser focus on user experience. Because I\u2019d mentally rehearsed that threat, I could move quickly and strategically instead of scrambling to figure out the next move.<\/p>\n
Preparation doesn\u2019t mean you won\u2019t be stressed in the face of crisis or change. What it does is eliminate paralysis. If, like Sullenberger, you make regular deposits in the bank of experience, you\u2019ll have plenty to draw on when you really need it.<\/p>\n<\/p><\/div>\n
\n\nKey Takeaways<\/h2>\n
\n
- Don\u2019t implement sudden, sweeping changes at the first sign of disruption. Start small and prioritize strategically.<\/li>\n
- The traditional hiring playbook prioritizes credibility, technical skills and industry experience \u2014 but these are no longer enough. You and your team must be adaptable to survive the modern business environment.<\/li>\n
- Practice your crisis thinking skills\u00a0\u2014 a.k.a. the deliberate practice of asking \u201cwhat if\u201d so you\u2019re prepared to act when things go wrong.<\/li>\n<\/ul>\n<\/div>\n
On Jan. 15, 2009, U.S. Airways Flight 1549 struck a flock of Canada geese shortly after takeoff from LaGuardia Airport, a blow that quickly shut down both of the plane\u2019s engines. Captain Chesley \u201cSully\u201d Sullenberger and his crew had just 208 seconds to do something for which they had never trained, with zero room for error: an emergency water landing on the Hudson River. Incredibly, they pulled it off, and all 155 people on board survived.<\/p>\n
The event was quickly dubbed the \u201cMiracle on the Hudson,\u201d but it wasn\u2019t quite that.<\/p>\n
\n\u201cI think, in many ways, as it turned out, my entire life up to that moment had been a preparation to handle that particular moment,\u201d Sullenberger later reflected<\/a>.<\/p>\n<\/blockquote>\n
\u201cOne way of looking at this might be that, for 42 years, I\u2019ve been making small regular deposits in this bank of experience\u2026 and on Jan. 15, the balance was sufficient so that I could make a very large withdrawal.\u201d<\/p>\n<\/p><\/div>\n