From Disruption to Domination: Jamie Woolf Of Creativity Partners On How Companies Are Thriving in the Age of Chaos and Turning Uncertainty into Opportunity
An Interview With Cynthia Corsetti
Make Curiosity Your Team’s Superpower
When things get uncertain, curiosity should be your best friend. Instead of trying to control the unknown, get your team asking, “What can we discover here?” Back when Pixar was creating Toy Story, no one knew if computer animation could even work on that scale. A curiosity, “what else is possible?” mindset led them to push boundaries, try new techniques, and literally change the industry. The best leaders fan the flames of curiosity and understand the skill and value of asking powerful questions.
As part of this series, we are interviewing Jamie Woolf Of Creativity Partners.
Jamie Woolf is a renowned innovation cultivator, speaker, and founder of Creativity Partners. She was the first Director of Culture at Pixar Animation Studios where she was recruited to be a force for “constructive disruption.”
With 30+ years of experience practicing organizational psychology and certifications in executive coaching, Jamie has inspired thousands worldwide to embrace innovation as a catalyst for personal and organizational transformation.
Drawing on her impactful work with organizations like Google, Dreamworks, Gilead, University of California, and Pixar Animation, Jamie brings a contagious passion for empowering others to lead with creativity and innovation.
When not working, eating or sleeping, Jamie can be found on a tennis court or hiking trail. She lives in the Bay Area with her partner, Dave, and she’s proud of her two grown kids, Anna and Leah.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Jamie Woolf began her career in a more traditional organizational psychology path, but over time, she realized she wasn’t seeing the change she wanted to see. Teams were ticking boxes, but she was hungry to help them tap into something more profound — the courage to create, the freedom to question and be constructively disruptive, and the vulnerability to bring their full selves to the table.
So, she started exploring other avenues, reading everything she could find on human behavior, creativity, and the neuroscience behind creativity in the workplace. When she co-founded Creativity Partners, it felt like a lightbulb moment. Here was a place committed to pushing the boundaries of what’s possible in organizational culture, using art, social science, and all the nuance of human nature to unlock potential.
At Creativity Partners, she’s building a community of bold thinkers and feelers who believe in the transformative power of creativity in business.
Can you share the most interesting story that happened to you since you started your career?
One story sticks out, because it became a turning point for how I approach my work at Creativity Partners. I was running a leadership workshop, and one of the executives — a seasoned, high-achieving, super confident type — said: “We don’t have time for creativity. That’s icing on the cake. We’ve got urgent problems to solve.”
I wanted to answer in a way that didn’t alienate him. So, I flipped the question back to him: “When was the last time you felt energized by a truly creative process?” He stared at me for a minute, and I could see the wheels turning. Then, to everyone’s surprise, he admitted he couldn’t remember the last time he’d felt that way because he’s been so bogged down with back to back meetings and putting out fires.
He realized he’d been operating on autopilot for years, chasing numbers and “results” but missing imagination, creativity, and innovation. By the end of that session, he was brainstorming ways to bring creativity back into his role. It was a breakthrough moment that not only transformed his leadership approach but reminded me that everyone, even those at the top, craves that sense of creativity.
That moment confirmed that the thirst we all have for creativity and the power it has to reignite purpose and meaning in ways that no data or metric ever will. And that’s why I keep doing this work.
What do you think makes your company stand out? Can you share a story?
We bake creativity into everything we do. For us, it’s not just a skill but a foundational ingredient. If we’re facilitating a strategic planning offsite, we don’t just list out challenges; we ask participants to draw them out — visuals that reveal perspectives words often miss. If we’re hosting an offsite where team members are reuniting after a long time apart, we kick off with storytelling sessions because nothing builds human connection and trust quite like sharing stories.
And when we talk about diversity and inclusion, it’s not a checkbox; it’s a structural commitment. We help companies weave inclusion into the bones of their operations — from hiring and onboarding to feedback, promotions, and exits — creating workplaces where people feel they can bring their full selves to the table, not just check a box.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Relentless Curiosity
Curiosity isn’t just a nice-to-have; it’s the heartbeat of good leadership. We believe the best ideas start with a simple question: What if? In every project, we dive deep into asking questions others might not even think to ask. I remember this one client, a nonprofit, who came to us wanting help with fundraising, which felt like the same old, same old. But we kept digging: What if you thought of this less as “fundraising” and more as “telling your story”? That one pivot turned the whole strategy on its head, and suddenly, donors weren’t just giving — they were invested. It’s this commitment to curiosity that keeps us finding fresh angles, every time.
2. Empathy that Leads to Action
Empathy is about understanding others, but we see it as more than a feeling — it’s a call to action. For us, empathy means listening deeply and then asking, What can we do with this insight? One example? During a leadership workshop, one participant shared how exhausted they felt being the only one of their background on their team. That vulnerability shaped how we designed the entire session, carving out space for everyone to voice what they needed to feel seen and supported. It’s not enough just to get people; we act on what we hear to create real change.
3. A Kind of Fearless Playfulness
We’re serious about not taking ourselves too seriously. It might sound odd, but playfulness is where we find breakthroughs, because it takes the edge off trying something risky or new. A client once challenged us to help their team with “creative thinking,” but the room felt so tense it could’ve snapped. So we turned the meeting into a mini improv session — on the spot. That little bit of play broke the ice, and people were suddenly throwing out bold, wild ideas without worrying if they sounded “right.” That’s when real creativity kicks in: when people feel they have the freedom to play.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. How does your company foster a culture that embraces change and innovation during periods of uncertainty?
What are the key strategies your business has used to turn market disruptions into opportunities for growth?
Invest in Innovation, Even When It’s Uncertain: In times of market disruption, we double down on what makes us unique. Instead of tightening our belts and playing it safe, we put resources into experimenting with neuroaesthetics and weaving creative flair into our training — unconventional, but exactly what people were craving as they navigated a high-stress, unpredictable world.
Fail Fast, Learn Faster: In a disrupted market, we don’t cling to ideas that aren’t working. We test small, get quick feedback, and shift if needed. This nimble approach lets us ride the waves of change rather than get knocked off course.
Can you share an example of a major pivot your company made in response to unexpected challenges, and the lessons learned from that experience?
Find the Hidden Need
Market disruptions often reveal needs that were bubbling beneath the surface all along. We listen closely to those undercurrents to uncover what clients didn’t even know they were missing. When the rise of remote work changed everything about team dynamics, we recognized that what teams really needed wasn’t just virtual collaboration tools but a new framework for building trust and connection in a digital space. That insight helped us create programs specifically designed for virtual teams, focusing on things like building resilience and trust across screens. It was about finding the real need behind the disruption.
How do you identify and act on emerging trends that could impact your industry before your competitors do?
Follow the Positive Deviants
We keep a close eye on what we call “positive deviants” — the outliers who aren’t just following industry norms but are out there shaking things up. Watching those forward-thinkers lets us spot potential disruptions and breakthroughs early on. If we see a company in an unrelated field using an innovative approach, we ask, How could this work for us? This kind of “borrowed inspiration” has sparked some of our best initiatives, from how we structure our offsites to new approaches in leadership coaching.
Test Small, Act Big
When a new trend catches our attention, we don’t sit back and wait to see where it goes. Instead, we take a proactive approach by running small, targeted experiments to see how it can enhance our work. Recently, neuroaesthetics — the fascinating science of how art impacts our brain and emotions — has been making waves. We didn’t just observe from the sidelines; we dove in to explore how neuroaesthetic principles could be used in leadership training and team workshops.
In our first trial, we incorporated art-based activities designed to stimulate creativity, build empathy, and reduce stress. We introduced interactive sessions where teams worked with colors and shapes as a way to reflect on their goals and challenges. The results were immediate and powerful. We saw engagement levels rise, problem-solving become more dynamic, and leaders reporting a deeper sense of empathy and creativity.
After testing these neuroaesthetic approaches on a small scale and seeing the real-time impact, we’ve started expanding this focus to help clients connect with their teams on a deeper level. By being early adopters, we’ve been able to add a unique, science-backed element to our programs — one that’s already helping leaders see the power of art not just as a playful icebreaker but as a practical tool for transformation.
What are your “Five Things That Leaders Can Do To Turn Uncertainty into Opportunity”?
1. Make Curiosity Your Team’s Superpower
When things get uncertain, curiosity should be your best friend. Instead of trying to control the unknown, get your team asking, “What can we discover here?” Back when Pixar was creating Toy Story, no one knew if computer animation could even work on that scale. A curiosity, “what else is possible?” mindset led them to push boundaries, try new techniques, and literally change the industry. The best leaders fan the flames of curiosity and understand the skill and value of asking powerful questions.
2. Build a No-Judgment Zone for Big Ideas
Uncertainty can make people play it safe. But leaders who create a “no-judgment zone” for brainstorming and risk-taking? At Pixar, asking the question, “What if?” kicks of the story development process. What if a rat wanted to cook fancy cuisine in Paris? When your team knows they’re safe to throw out ideas, even the wackiest ones, they’ll bring you gold when you need it most.
3. Aim for Learning Fast, Failing Fast
Forget perfectionism — it’s your biggest enemy in uncertain times. The best leaders get their teams in a rhythm of testing, learning, and adjusting.
4. Know When to Prioritize Purpose Over Profit
It’s easy to panic about profits in tough times, but the best leaders know that doubling down on purpose and innovation is the route to go.
A great example from higher education comes from Purdue University and their commitment to affordability and student success. In 2013, Purdue faced rising tuition costs and a growing student debt crisis. Rather than continuing to hike tuition or focusing solely on short-term financial gains, Purdue made a bold decision to freeze tuition rates for the next several years, even though it meant foregoing some revenue growth. They also introduced the “Purdue Moves” initiative, which prioritized research and innovation, as well as creating a highly affordable online program through the Purdue Global division.
This long-term focus on purpose — making education more accessible and reducing the financial burden on students — has helped Purdue strengthen its brand as a champion of higher education affordability. By making the tough choice to prioritize the mission over immediate profits, they garnered immense goodwill from students, parents, and alumni.
5. Bring in New Perspectives
When everything’s changing, you don’t want just your take on things; you want the team’s. Pixar nails this with their Braintrust, a group of filmmakers who give each other raw, real feedback on each film. It’s uncomfortable, it’s humbling, and it’s transformative. A diverse set of perspectives will reveal solutions you might’ve missed entirely. Gather voices that see things differently than you do and let those fresh takes point you toward what’s possible.
What role does resilience play in your leadership approach, and how do you instill that resilience in your team?
I believe in building that resilience from the inside out, which is why I start each day with a hike or yoga practice. Nature has a way of putting things in perspective, and yoga reminds me to breathe through challenges. Those moments of quiet give me clarity and help me lead with a calm, steady presence.
I bring that same commitment to resilience to my team. I encourage everyone to take breaks, find grounding practices that work for them, and prioritize their well-being. We also have a strong community culture here. We’re constantly checking in with each other, not just on the work, but on life — our highs, lows, and everything in between. By creating a supportive environment where we can all lean on each other, be real, and laugh a lot, we build a team that’s not only strong but also adaptable to the unexpected.
How do you balance long-term strategic planning with the need for rapid adaptability in an unpredictable environment?
We encourage a culture of “learning fast.” This means testing small initiatives regularly, gathering feedback, and using that data to inform our next steps. For example, when we saw an increased demand for understanding how to navigate power in the workplace, we formed a program called GYM (Grow Your Moxie). With virtual facilitation tools, we piloted a few options, collected team and client feedback, and refined from there.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
I’d work to put resources behind storytellers who haven’t been heard. This means funding for productions, publishing opportunities, and platforms that champion diversity in who tells our stories and how they’re told. And the best part? Stories move us like nothing else. When people see themselves reflected on screen or in books, they feel valued. When others see those stories, they’re invited into empathy and understanding.
If we’re serious about leveling the playing field, we can’t wait until people reach adulthood. Education reform has to start early, bringing resources, mentorship, and real representation to students who are systematically overlooked. Imagine a curriculum where every kid sees heroes who look like them, where diverse histories and perspectives are not just add-ons but foundational to learning.
It’s not just about the content of what we teach; it’s how we structure our educational institutions. Scholarships for marginalized students, mentorship opportunities, and mental health support are just the beginning. By building equity into education, we’re laying the foundation for the next generation of leaders, thinkers, and innovators to step into a world that values their voice.
How can our readers further follow your work online?
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
