If I can be so bold, I’m ready to announce the 2026 “Word of the Year” (typically a year-end tradition). The word is “agility” – the ability to navigate the inevitable challenges – personal and professional – coming your way. If last year taught us anything, it’s that digging in only leads to disappointment. Things rarely go as planned.

In case you’re wondering, the 2025 “Word of the Year” selections included “slop” (low-quality, unwanted digital content produced in high volumes by AI), from Merriam-Webster, and “6-7” (a word that doesn’t seem to have a meaning), from Dictionary.com.

The corporate world has long recognized the need to be nimble, especially when the stakes are high. In his book, “No Rules Rules,” Reed Hastings, founder and chairman of Netflix, recounts the company’s shift from mail-order DVDs to streaming. Business was flourishing, but Hastings could see that a digital future lay ahead; he chose to “self-disrupt” before a competitor could swoop in.

He did this, in part, by creating a culture that empowers people to act, rather than being process-driven and slow to change.

Blockbuster, which distributed DVDs and videotapes through retail stores nationwide, didn’t pivot – and didn’t survive.

Closer to home, one of my favorite stories of agile leadership is told by Garry Ridge, former CEO of San Diego-based WD-40 Company and author of the best-selling book, “Any Dumbass Can Do It.” WD-40 tried and failed 39 times before perfecting its formula for a water displacement (WD) product that protects metal from rust and corrosion. Their willingness to pivot (combined with dogged perseverance) paid off: WD-40 Multi-Use Product can be found in 8 out of 10 U.S. homes.

At the National Conflict Resolution Center, we encountered unexpected challenges throughout 2025, as did the businesses, organizations and communities we serve. We explored ways to navigate the uncertainty in a webinar last month, hosted by NCRC’s Director of External Relations Ashley Virtue. The webinar, called “The Nimble Navigator: Leading with Agility in an Unpredictable World,” featured leaders from the nonprofit, corporate and public sectors. The panelists spoke candidly with Virtue about rapid-fire change: how it’s affected their organizations and teams, and what they do to lead with agility.

I came away with three insights that will inform NCRC’s approach to the new year, as headwinds continue. I think of them as three pillars: clarity, humanity and velocity.

Pillar 1: Clarity: To be an agile organization, everyone needs to know what you stand for – the mission and values (and the non-negotiables, no matter the circumstances). When the “why” is clear, people can make decisions without asking for permission. It was undoubtedly clear at Netflix.

Panelist Autumn Saxton-Ross, from National Recreation and Parks Association, talked about the importance of staying true to your values during times of upheaval. Saxton-Ross said, “We always center our mission – we’re here for our members.” She added, “Centering sometimes means separating personal beliefs from professional obligations, in service of others.”

Pillar 2: Humanity: Agile organizations are human-centered. That means being intentional about listening to colleagues, clients and communities, and responding with empathy, to build trust and strengthen relationships. When people feel safe and supported, they are far less likely to buckle under pressure.

Panelist Burgundi Allison, from Annie E. Casey Foundation, described this as “the way you show up for others.” Allison believes it’s important to understand how personal experiences in the moment are impacting people in their professional roles. But, she said, “It really starts with me. I have to be transparent about where I am and give the same grace to my team.”

Pillar 3: Velocity: While clarity and humanity matter, so does motion – doing something and getting results, good or not so good. The most agile thing you can do is decide, even if you have less than 100% of the information. It’s the age-old clash between good and perfect; in an agile organization, progress is paramount.

Panelist Peter Kim, from ThermoFisher Scientific, said that 2025 was “noisy” – every event seemed unprecedented. When you can’t anticipate what’s going to happen, he said, what matters is how you respond. An agile leader needs to pivot quickly, which can be frustrating when there’s a plan in place that people are eager to execute. Kim’s advice? “Don’t get so attached to a plan.”

Kim’s comment got me thinking about the traditional New Year’s resolution, which asks us to make a rigid promise to a pre-determined outcome. In an uncertain climate, the only resolution worth making is a promise to be agile.

Steven P. Dinkin is president of the National Conflict Resolution Center (NCRC), a San Diego-based organization that is working to create innovative solutions to challenging issues, including intolerance and incivility. To learn about NCRC’s programming, visit www.ncrconline.com.