In every association leader’s calendar, there are moments when the ground seems to shift beneath our feet: economic volatility, disruptive technologies, political headwinds, changing member expectations. We’re asked to respond quickly, decisively, and, above all, humanely. 

At ACCESSE25, RoMaine Jones-Wise, Senior Consultant at Exude Human Capital, delivered a keynote that reframed these challenges as opportunities for leaders to “meet the moment” with resilience, empathy, and clarity. Her message: The science of leading change is not just about strategy. It is about people. 

Leading Through Change and Crisis 

RoMaine’s framework for human-centered leadership is anchored in three practices: transparency, empathy, and strategic communication. 

• Transparency means sharing what you know, what you’re still exploring, and what it means for your people day to day. Trust is built in the “in-between” moments, not just the polished updates. 

• Empathy asks leaders to pause and listen before jumping in to solve. “Ask what it’s like for you right now, and actually wait for the response,” RoMaine advised. That 10-second pause can open space for real connection. 

• Strategic communication is about alignment, not just information. It’s engaging in dialogue, checking in with teams, and being mindful of tone and timing. 

RoMaine’s practical advice: “In chaos, people do not follow titles. They follow stability. Be the stability even when your hands are shaking.” 

The Science of People in STEM 

Research cited by RoMaine (Carnegie Foundation, Harvard, Stanford) shows that 85% of job success is attributed to interpersonal and emotional intelligence skills, not just technical expertise. Yet, STEM organizations often invest heavily in technical prowess while overlooking the “people side” of leadership. 

RoMaine challenged STEM leaders: “Your work is about people. Every breakthrough, every product, every partnership starts with a conversation. It starts with someone feeling safe enough to ask a question, confident enough to offer a bold idea, and respected enough to say, ‘I see it differently.’” 

How to embed emotional intelligence in technical spaces: 

• Model curiosity over certainty. 

• Build feedback loops focused on psychological safety. 

• Celebrate people behind the process because innovation happens when humans connect. 

Hope as a Leadership Strategy 

“Hope is not fluffy. It’s neuroscience,” RoMaine declared. Citing research from Harvard and the Journal of Positive Psychology, she explained that hope activates the brain’s goal-setting and problem-solving centers, improving decision-making, resilience, and even immune function. 

Hope as a management practice: 

• Anchor teams in purpose during instability. 

• Pair optimism with specificity: “Here’s what we can influence this quarter; here are three paths; here’s how we’ll know we’re learning.” 

• Model hopeful resilience: “Resilience isn’t pretending everything is fine. It’s saying it’s hard, and we’ll get through it.” 

From Insight to Action: What STEM Leaders Can Do Now 

RoMaine closed with six actionable habits for leading through uncertainty: 

• Start within: Check your own emotional “weather” before setting the tone for your team. 

• Be transparently honest: People can handle hard news; they can’t handle being left in the dark. 

• Communicate for connection: Engage in dialogue, not just updates. 

• Lead with empathy: Be present with people in their experience. 

• Anchor in purpose: Remind teams of mission and values. 

• Model hopeful resilience: Your steadiness invites calm; your hope becomes contagious. 

Why This Matters Now 

Associations that thrive aren’t the ones that predict every curve; they are the ones that organize for adaptability, cultivate trust at scale, and keep hope practical. 

RoMaine’s keynote reminds us: “The best leaders aren’t the ones who have it all figured out. They’re the ones willing to show up, adjust, listen, and lead with intention.” 

As you reflect on your own organization, ask: Where does uncertainty live in our system, and how might we replace it with clarity, connection, and choice? If you can name that and invite your teams into the work, you’re already meeting the moment. 

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