Innovation isn’t just a buzzword—it’s a necessity for staying competitive. Susan Robertson has dedicated her career to helping leaders and teams break free from old patterns and embrace bold, creative problem-solving. In this interview, Susan shares her insights on overcoming mental roadblocks, fostering a culture of curiosity, and her powerful GPS™ framework that transforms obstacles into opportunities.
- Your speech, The Secrets of Visionary Leaders: The Path to Living in Possibility™, emphasizes overcoming mental roadblocks to unlock innovation. Can you share an example of a breakthrough moment where this mindset shift created significant change for a team or organization?
Sure. First, a little context. Humans are wired to try to shortcut problem-solving by subconsciously leaning on past experience. This is a well-researched neuroscience principle called the Curse of Knowledge. While this behavior is incredibly useful in many situations, it isn’t at all helpful when looking for new ideas and innovative solutions. Instead, it actually stifles creativity, limiting our thinking to only incremental variations of what already exists.
For example, if asked to innovate toothpaste, most people would instinctively think of interesting — yet incremental — ideas like fruit-flavored toothpaste, or toothpaste that changes color when your teeth are clean. These are simply changes based on what toothpaste is already like today. But by surfacing and challenging subconscious assumptions we may hold, such as “toothpaste must be a paste” or “it requires a brush,” you can unlock more disruptive possibilities. For example, chewable tablets that clean your teeth, or overnight cleansing “retainers” for deep-cleaning.
I used this principle, which I call Assumption Smashing™, with a Kashi team who was really stuck when working on cookie innovation ideas. One smashed assumption—”Cookies are round”—triggered a flood of fresh ideas, transforming their creative block into breakthrough thinking. It’s a simple yet transformative way to begin living in possibility. - Your keynote mentions the neuroscience behind our resistance to change. Can you explain a simple hack from your framework that readers can start using immediately to overcome that resistance?
When someone proposes a new idea, our instinct is to say, “Yes, but…” followed by all the potential flaws. This is a truly instinctive reaction; it comes from the amygdala, the most primitive part of our brains, where the “fight or flight” instinct is also controlled. Unfortunately, this intuitive response instantly shuts down creativity. Instead, force your brain to apply GPS™ thinking:
GREAT: Start by identifying what’s potentially GREAT about the idea. For now, don’t let “yes, but…” rule your thinking. Assume that issues in the idea can be solved later—focus on the potential positives of the idea first.
PROBLEM: Reframe the concerns into problem-solving questions, using “How to…?” or “How might we…?” Rather than saying, “It’s too expensive,” instead ask, “How might we make it affordable?” Or, rather than “It will take too long”, instead ask “How to do it more quickly?” This neuroscience brain hack flips on problem-solving and flips off rejection.
SOLVING: Solve for the concerns by changing the original idea, but keeping some of the promising (GREAT) elements intact.
This process shifts thinking from “That won’t work” to “How might we make it work?” This is a foundational principle in creative thinking and a cornerstone of living in possibility. - What inspired you to develop your GPS™ (Great Problem Solving) framework? How does it uniquely address the challenges leaders face in fostering innovation?
Every day, I would see smart, capable, accomplished people struggle with creative thinking because they didn’t understand why their brains resisted new ideas, nor what to do about it once they realized it. Advice like “love an idea for a minute” or “greenhouse new ideas” would fall flat because these generalities lack clarity and practical steps. It became clear that a specific, repeatable method was needed.
The GPS™ framework offers a step-by-step system for reframing our brain’s natural resistance to change and converting it into seeing opportunity instead. It’s simple, actionable, and grounded in neuroscience—helping leaders and teams consistently live in possibility instead of being stuck in “this is how we’ve always done it” thinking. - As a Harvard Instructor and Innovation Expert, you’ve worked with diverse audiences. What trends do you see emerging in how companies approach creativity and problem-solving today?
A shift I see happening is the growing recognition that creativity isn’t just for product developers or marketers—it’s an essential skill set in every function and for every organization, big or small. Whether it’s retail sales in a beauty supply store, operations in a huge factory, or customer service at a dentist’s office, innovative thinking is starting to be acknowledged as a universal competitive advantage. Having a better understanding of how to think more creatively equips people in any job to solve challenges, uncover new possibilities, and create forward momentum. - Beauty supply store owners and their teams often juggle multiple roles and challenges. How can the principles of Living in Possibility™ help small business owners stay competitive and creative in their operations?
Living in possibility starts with rewiring how you think about challenges. GPS™ thinking helps you see changes in the market not as threats but as opportunities—and equips you to turn those possibilities into actionable solutions.
For example, when trends shift or customer needs evolve, this framework ensures you don’t just react to problems, but get ahead of the change by innovating what you’re doing. It’s a mindset that allows small business owners to remain agile, creative, and resilient in the face of the constant change we experience in every industry. - Your career spans decades of experience in innovation and creativity. How has your understanding of leadership and problem-solving evolved over the years?
The biggest shift for me has been realizing that the best ideas often come from the people closest to the problem—not necessarily from the leadership team. A leader’s primary job isn’t to have all the answers, but to create an environment where others feel equipped and empowered to solve the problems themselves.
This means ensuring that your team feels valued and heard, and running interference for them when they confront roadblocks along the way. When leaders live in possibility, their teams naturally follow suit. - In your speech, you discuss transforming obstacles into opportunities. What’s one obstacle in your own career that became a defining moment for growth or innovation?
Being laid off from what I thought was a stable job was a turning point. It forced me to reflect on what I really wanted—a creative, empowering environment where I could actually solve problems in truly new ways.
That experience significantly shaped how I later led teams and managed people, prioritizing mutual respect & support, and creating a sense of psychological safety. We often operate under the assumption that the primary thing that motivates people is money. But research has shown that, when people feel valued and empowered, they’re highly motivated to innovate and proactively contribute their best ideas. - Looking ahead, how do you envision the future of innovation in business? What role will leaders play in shaping this future, and how can they prepare now to lead boldly?
The future of innovation depends on leaders aligning their actions with their words. Too often, leaders say they want innovation, but then subconsciously discourage it with behaviors that prioritize efficiency over exploration.
To lead boldly, leaders must adopt GPS™ thinking themselves, model it for their teams, and foster a culture where ideas are nurtured, not dismissed. By living in possibility, they can empower their teams to reshape the future of their businesses.
