Training Tomorrow’s Executives to Lead Through Uncertainty
March 27, 2026
In an economy marked by accelerating technological change — including the rise of artificial intelligence and the growing importance of cybersecurity — outcomes are fundamentally unpredictable. For many organizations, the solution to this uncertainty is to put a “superhero” in charge — a charismatic leader with glowing credentials and an impressive track record who is poised to make the right decisions under pressure.
But HEC Montréal professor emeritus Réal Jacob, a respected authority in industrial psychology and occupational studies, warns that this approach is more of a myth than a reality. In fact, the CEO Genome project, which analyzed data from 2,000 high-performing CEOs, shows a fundamental disconnect between what people tend to think of as an ideal leader and the traits actually associated with a successful CEO.
Jacob says that finding the “one in a million” candidate is not where the strategic urgency lies. Priority should be placed on training and supporting next-generation leaders to make sure the next cohort of executives is equipped to navigate complex environments with a sense of purpose, embrace continuous learning and roll with the punches. “There’s no one perfect profile,” he maintains. “It’s about the capacity to harness growth, no matter how uncertain or complex the situation for the organization.”
Five ways of strengthening capacity for action
One thing is certain: in a world in a perpetual state of change, leaders can no longer afford to rely on past formulas for success. And they have to accept that they’ll need to move forward without having all the information at their disposal. This makes the following five priorities essential for organizations looking to shore up their ability to innovate and transform.
1. Define a purpose and set a clear strategic direction for your organization
In times of turbulence, teams look to their leadership to see where their organization is headed, says Jacob, who is also the co-author of Paroles de PDG, an in-depth analysis of the leadership approaches of dozens of inspiring CEOs. That is why a good leader is like the captain of a ship navigating through a storm. They have to be ready to make critical decisions and maintain a steady course, no matter how choppy the waters. They need to get across to their crew where they are heading — and why.
2. Think strategically
To be able to move forward with agility takes a “compass,” says Jacob, which organizations need to use in order to draw a distinction between careful planning and strategic management, the latter relying on ongoing course correction. In an environment in constant flux, strategy is never static: it has to keep pace with advances in technology and work practices.
3. Make decisions amid ambiguity
Leaders can’t afford to wait for every last piece of information to make a decision. They have to think and act swiftly, accept a certain level of risk and implement mechanisms that enable continuous learning. Strategic intelligence, real-time feedback loops and after-action reviews are all ways Jacob suggests to achieve this goal.
4. Cross-functional collaboration
Innovation tends to emerge when people from different groups work together, says Jacob. He is an avid proponent of breaking down barriers between teams and forging partnerships with universities, research centres, up-and-coming businesses and others.
5. Frontline leadership
The fifth priority focuses on the importance of being a visible CEO. During times of change, teams need leaders who are accessible and responsive. “When everything is in motion, people have to see that the people leading the charge are present,” Jacob emphasizes.
A strategic priority that remains underdeveloped
Despite how important it is to prepare future business leaders for the challenges that await, Jacob — formerly a professor with HEC Montréal’s Department of Entrepreneurship and Innovation — notes that efforts to do so are largely unstructured. According to several CEO surveys, although nearly three-quarters of organizations identify leadership succession as a strategic priority, only one-third have specific measures in place to train future C-suite executives.
This often stems from how the current leadership team views the organizational context. Some have what researchers call a “fixed mindset,” which means they tend to rest on their laurels and interpret any mistakes made along the way as failures. Conversely, the most successful executives are those who embrace a “growth mindset,” rooted in continuous learning. They actively seek out feedback, mentoring and coaching — and are open to new perspectives.
This growth mindset is instrumental in setting up transformation initiatives for success. The 29th Annual Global CEO Survey published in January 2026 by PwC, one of the world’s largest auditing firms, revealed that Canadian CEOs demonstrated a substantially higher level of concern about their company’s survival or its medium- or long-term success than their international counterparts (41% compared to 29%).
A triangle of executive learning
So how do we go about collectively building leadership capacities to stay calm in the eye of a storm? Jacob contends that a “triangle of executive learning” can make all the difference for future leaders.
- Hands-on learning
Up-and-coming executives need to be exposed to strategic initiatives, cross-functional projects and rotating responsibilities so they can broaden their understanding of how the organization operates. - Peer-based learning
Mentoring, coaching and conversations with experienced leaders are vital to transferring the kind of knowledge that is not always captured in management textbooks from one generation to the next. - Formal learning
Setting up structured professional development programs for leaders and executives helps people embrace a more holistic view and enhance management competencies.
Ascending to a higher plane of leadership
Developed by Executive Education HEC Montréal, the Ascension Program for Current and Aspiring Executives has earned a strong reputation in corporate circles as a premier source of academic expertise — from such leading authorities as educational director Réal Jacob — combined with hands-on experience from a group of veteran business leaders.
The program touches on a wide range of topics related to strategy, innovation, organizational transformation, leadership and resilience. The goal is to empower participants to shift their perspective and gain a better understanding of how the various aspects of their organization interact. “When you enrol in a program like Ascension, you’re entering an ecosystem of knowledge that extends beyond the actual course content,” says Jacob.
The program also features personalized coaching using state-of-the-art leadership assessment and emotional intelligence tools. Participants receive tailored feedback and tips to help them apply what they’ve learned in real-world situations.
➲ Learn more about the Ascension - Program For Current And Aspiring Executives.