Erin Worsham, Executive Director of CASE
September 2025
The world feels more uncertain than ever. From political polarization and economic instability to environmental crises and strained social systems, leaders today are navigating uncharted territory. And yet, where there is disruption, there is also immense opportunity.
The question is: how do we lead in these uncertain times? At the start of the new academic year – an inflection point where students are reflecting on what kind of leader they want to become – we invited a range of leaders to share their experiences with our incoming MBA class. What they revealed offers a compelling roadmap for anyone seeking to lead with impact.
To welcome the new students to campus, we launched our “Business for a Better World” series which included insightful talks with Seth Goldman, founder of Honest Tea and JUST ICE Tea, and Dr. Dan Vermeer, Executive Director of EDGE. We also co-hosted our annual Impact Careers Starting Line featuring insights from incredible alumni including Rachel Lichte, Vice President of Impact, The Good Food Institute; Bill Stark, Founder, Stark Energy LLC; and, Justin Desrosiers, Managing Principal, SustainVC. Over the course of these sessions and more, we hosted more than 200 first year MBA students who built community and learned valuable insights that apply far beyond the classroom:
- Anchor in your “why.”
True leadership begins with clarity of purpose. Goldman urged students to “find your fire and keep it lit,” encouraging them to zero in on the issues and values that fuel their energy. Lichte echoed that advice, reminding us to continually ask: “What is my why? And, What is in my sphere of control?” Both emphasized that careers rooted in authentic values generate not just success but fulfillment.
- Find resilience in challenging times.
Even setbacks can pave the way for impact. When Coca-Cola discontinued Honest Tea, Goldman reflected not on loss but on the brand’s enduring legacy: millions of Americans discovered their first organic product through Honest Kids, now widely available across mainstream retailers and restaurants. That foundation also accelerated the launch of JUST ICE Tea. The lesson: leaders who step back to see the bigger picture often find strength—and opportunity—in adversity.
- Cultivate an abundance mindset.
In an era of what Vermeer described as “poly-crisis,” it’s easy to focus on scarcity. Yet some of the greatest progress emerges from difficult periods. Vermeer pointed to the extraordinary scale of recent clean energy investments, from trillions in capital flows to the rapid adoption of electric vehicles. This evidence reinforces a powerful idea: when policy, innovation, and capital align, change can come faster than we think and so we need to focus on building the future that we want.
- Lead with adaptability.
Resilient organizations are those that adjust while staying purpose-driven. Vermeer outlined strategies for corporate leaders doing just that: anchoring in values, redefining value propositions, building coalitions, and pursuing “positive tipping points”. Alumni such as Bill Shine also highlighted the importance of “cultivating your range” – on the journey of lifelong learning, identifying and building the skills that will help you pivot and adapt as new challenges, and opportunities, emerge.
- Treat your personal brand as non-negotiable.
According to Goldman, “think about yourself as your own brand. A brand creates an expectation of what you stand for, what you’ll commit to. You are the most valuable brand you’ll ever build.” Leaders (or emerging leaders like MBA students) should act in ways consistent with their values, even when the easier or more lucrative path tempts them otherwise. A consistent personal brand not only establishes trust but unlocks a deeper sense of purpose and satisfaction.
- Never underestimate the power of people.
A recurring theme was the ability of community to sustain and accelerate progress. From suppliers and distributors eager to support Goldman’s new venture, to alumni returning to advise students, strong networks of trust and shared purpose prove invaluable. As Goldman noted, “I have learned that there is no downside to treating people the right way.”
What emerged across these conversations is clear: leadership today demands curiosity, courage, adaptability, and a deep commitment to reimagining how markets and capital can serve society. This is not abstract idealism. It is a practical and urgent call to action—for students, alumni, and leaders everywhere—to embrace resilience and purpose as we navigate the complexities of our time.