Wolf&Grayson EditorialLeadership reveals itself most clearly in disruption. Calm leadership in moments of crisis steadies teams and prevents energy from being wasted on panic. “There’s neuroscience to show that decision making improves when you manage your stress. People are always watching leaders, and they tend to model our behavior,” says Andrea N. Grant, Chief Operating Officer at CHC: Creating Healthier Communities. Her approach is shaped by years of guiding complex organizations through uncertainty, from regulatory overhauls in financial services to modernization efforts in nonprofits. “Composure is a strategy,” says Grant, who oversees HR, IT, risk, and operations at CHC, building internal systems that enable CHC to connect partners across sectors in its mission to reduce preventable deaths and improve community health.
Pivoting Under Pressure
One vivid example came when Grant and her team were on the verge of launching a major product for a global organization. Just as they were set to go to market, the U.S. Supreme Court issued its decision striking down affirmative action. “Because the offering was aligned with promoting inclusivity, we had to not only change the name, but also the entire go-to-market strategy,” she says. The pivot demanded immediate recalibration of messaging, branding, and sales strategy. Grant led the team through the turbulence, keeping the focus on mission and desired outcomes. The result: $250,000 in booked business within weeks. “It’s better to end right than to be right,” she reflects. “If you keep the end in mind — the goal, the mission — you’ll make decisions that drive real impact.”
Vulnerability as Strength
One of the common barriers Grant sees among leaders is the fear of admitting when they don’t know something. “Vulnerability is a strength, even in leadership,” she emphasizes. “Nobody knows everything. When leaders admit they don’t have all the answers, they become more relatable. Teams then feel comfortable coming forward with ideas or concerns.” Her counsel to hesitant leaders is to examine what underlies the fear. Is it a toxic culture where honesty is punished? Or a personal need for affirmation? By identifying the root cause, leaders can reframe vulnerability as integrity in action. “It’s not about acceptance,” Grant adds. “It’s about doing the right thing all the time. That’s what integrity requires.”
Leading Through Data, Not Drama
In her work with emerging leaders, Grant helps clients translate vision into clear systems and decisions that work in real life. “Lead through data, not drama,” she says, emphasizing that focusing on “theatrics” or worst-case scenarios only fuels chaos. Instead, leaders should ground decisions in facts, embed transparency, and maintain governance discipline. She encourages young leaders to develop what she calls a personal “board of directors” — mentors, coaches, and trusted peers who provide honest feedback and guidance. “Leadership is showing up every day. It means keeping the goal in focus and taking the practical steps to get there.”
The Future-Ready Organization
Grant’s work at CHC centers on aligning purpose and performance to accelerate mission delivery. She has implemented new revenue models, recruited high-value partners, and modernized systems to scale impact. “Human-centered leadership matters,” she says. “You can have the best technology and processes, but without an inclusive, engaged culture, organizations will struggle to thrive.”
Connect with Andrea N. Grant on LinkedIn for more insights.
