Business lessons of 2026, from Airbnb, Meta, Linkedin, and more

This year delivered whiplash: geopolitics, tariffs, and technology all shifting at once. And heading into 2026, the disruption isn’t easing up. Bob Safian distills hard-won lessons from his Rapid Response podcast this year on how to lead when the ground won’t stop moving—featuring standout moments from Airbnb’s Brian Chesky, Runway’s Cristóbal Valenzuela, Meta’s Clara Shih, LinkedIn’s Aneesh Raman, Planned Parenthood’s Alexis McGill Johnson, and the NWSL’s Jessica Berman, with practical takeaways for turning uncertainty into advantage.

This is an abridged transcript of an interview from Rapid Response, hosted by the former editor-in-chief of Fast Company Bob Safian. From the team behind the Masters of Scalepodcast, Rapid Response features candid conversations with today’s top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode.

Lesson number one: As tech moves fast, we need to move even faster

Among the most challenging aspects for leaders is the speed of change and how it requires us to reset our expectations and practices. Here’s the CEO of AI video company Runway, Cris Valenzuela, talking with me about planning in the eye of the AI storm.

How far out do you think of your product roadmap? Or is that something you’re reassessing all the time?

Cris Valenzuela: Yeah, it’s a weekly thing, to be honest. If you’re planning on a quarterly basis, you’re not going to make it. You’re done. In four weeks, you’re going to get leapfrogged and things will change.

We’ve historically taken this open-ended research approach. Instead of defining very specific goals you want to accomplish, you define the boundaries on which you want the team to play and experiment. And then setting the boundaries and the limits is kind of the hard thing because if it’s too open, then there’s nothing really directionally happening. If it’s too broad, then it’s just an objective that’s very clear. If it’s broad enough and has enough of the right incentives, then people are going to stumble on things that are new, that you’ve never thought of before, that have a great value. And those are the things that we care the most. 

Valenzuela’s approach is so different from traditional leadership, leaning into experimentation rather than specific goals, and reframing plans on a weekly basis. It’s an approach that could make a lot of people uneasy. I talked about this with Clara Shih, who’s led AI business at Salesforce and at Meta. She offered practical insights about navigating what’s hype and what’s imperative. Here’s me and Shih.

How do leaders strike the balance between I got to be in this, versus it’s not really showing any measurable impact now yet?

Clara Shih: I see this all the time from various leaders that I meet with. I think it’s first being hands-on and really getting in there and understanding the capabilities because I think with that judgment, with that firsthand experience, only then can leaders really know, “Okay, I want to apply it here, but not here.” Another really great success formula is splitting up the team, right? Having people focus on immediate use cases, what can I unlock today that will show me ROI this quarter, next quarter, versus what are the bigger bets where just I see the secular trend and we have to skate to where the puck is going. But just know that it’s going to take longer and more experiments to asymptotically hopefully get to the right answer. And then just having space and time to live in both time horizons simultaneously. What’s the day-to-day? What’s the quarter? How could I be completely screwed in six months or 12 months if I don’t have this tiger team that’s incubating experiments at startup speed?

Lesson two: In an AI world, human connection is a competitive advantage

AI technology is so powerful. But there’s an equally strong thread about emphasizing the human factor within enterprises, that that will truly differentiate the winners. Here’s Brian Chesky, CEO of Airbnb.

Brian Chesky: The term AI, the important term is artificial. We’re going to live in a world where it’s not clear that what you’re seeing is real. And the opposite of artificial is real. The opposite of screen is the real world. People want real connections in the real world. Why are people feeling so lonely right now? Because they were connecting with people they don’t know, arguing with people on the internet and your Instagram followers aren’t coming to your funeral. No one changed someone else’s mind in YouTube comment section. And now pretty soon we’re going to have a situation where your friends are going to be AIs. So there has to be this movement to real.

Chesky’s business at Airbnb, of course, relies on in-person interaction through home stays and experiences, but that doesn’t diminish the leadership implications of what he’s saying. The challenges and opportunities of this age come down to human choices. The choices we make about how we interact with each other defines leaders and organizations, especially because AI is changing how we’re interacting. Here’s LinkedIn’s Chief Economic Opportunity Officer, Aneesh Raman, talking about what he calls the five Cs, the core human skills for this era.

Aneesh Raman: What you’ve got is sort of what I call the five Cs, this list I’ve developed with neuroscientists, courage, compassion, creativity, curiosity, and communication. Those are kind of the core skills I think that make us humans.

Remember, our species until about 40,000 years ago wasn’t the only sapiens around. And we were never the biggest, we were never the fastest. What allowed us to emerge as the apex species on this planet is that we were able to adapt in really important ways by those five Cs in how we both told really complex stories through language and then how we organized to increase scale around things like nation states. So that’s going to come to the center of it all for us and we’ve got to shore those skills up.

Lesson three: The most important decisions are simple and brave

When uncertainty is high, clarity of mission matters more than ever. For some, new pressure served as a valuable reminder of what was most important. Here’s an exchange I had with Alexis McGill Johnson, president of Planned Parenthood, who’s been in the crosshairs of the Trump administration all year.

Alexis McGill Johnson: I feel concern that a number of really critical institutions in our society are feeling a financial pressure to, I think in many ways, go against their core values. Your values are … That’s your integrity. That’s who you are. So I cannot actually stand here and say, “We’re going to walk away from the very communities that we have committed ourselves to providing care for.”

It sounds like you wish maybe that there was a little more bravery from some other leaders whose, I don’t know, whose missions may not be as clearly values-based all the time.

Two things come to mind here. One is watching people obey in advance, comply in advance before the actual directives come, which I think sends a signal that people are willing to kind of stand down. But I think we’re also missing the collective action here, that there is a logic of collective action that means that when we actually stay kind of arms linked and say, “You know what? We are going to stand with the rule of law and what we believe the Constitution says here.” I think it really is about linking arms and understanding that that is really the kind of strongest attack back in some ways to the kinds of things that we are facing.

When it comes to decision making, I often think of a framework Brian Chesky has talked about, focusing on what he calls principle decisions versus business decisions, choices that you’ll be proud of even if things don’t go your way. It seems pretty simple, but then the most important decisions often are if boiled down to their essence. Jessica Berman, commissioner of the National Women’s Soccer League, keeps a pile of children’s books on the coffee table in her office to remind her team to ground themselves in the basics. Here’s Berman.

Jessica Berman: Every single leadership lesson you need in life, you learned when you were five… It’s such a great analog for people to humanize and boil down sometimes hard to talk about or complex concepts that are really interpersonal.

Is there a book that right now, a children’s book that you find yourself going to more? 

I have one. We’re Going on a Bear Hunt. Guess what? You can’t go around it. You can’t go over it. You can’t go under it. You just have to go through it. And that is the story of challenges in life, and so we cite that in our office almost every single day.