Prepare to Pivot: The Strategy and Mindset Shift | Tory Burch Foundation

Netflix used to mail DVDs. Instagram began as a location check-in app. And while Shopify has always been in e-commerce, it actually started as—yes—a snowboard shop. These companies didn’t become industry giants because of a genius idea. They got there because they recognized when—and how—to pivot. 

It’s the ultimate power move: moving forward by letting go.

“A pivot—a strategic shift—means enhancement,” said growth strategist Kareen Zahr Walsh, who founded Revampologist Coaching and Consulting and the entrepreneur-support app, Hey Kareen. “It’s not about abandoning your vision. You’re realigning your approach to better meet your goals, your market, and your values.”

As part of our webinar series, Zahr Walsh outlined her simple strategy to prepare to pivot and do it well, including overcoming the mental roadblocks that hold you back. “I’m giving you permission to dream big,” she said, “to turn uncertainty into unstoppable momentum.”

WHEN IS IT TIME TO PIVOT?

Always begin by evaluating your position. If you don’t know where you stand, how do you know if anything needs to change?

“Look at your numbers, listen to your team, and gather client feedback,” said Zahr Walsh, who shares two tools for practical assessment below. If your current strategy isn’t yielding results—or the results have flatlined—then it’s time to shift gears.

The macro environment matters, too. Looming tariff increases, for instance, should be a cue to pivot, not panic. Just tune out the noise and address what’s in your control, e.g. costs. Can you renegotiate with vendors? Adjust pricing? Streamline operations?

Don’t stay the course out of blind perseverance, Zahr Walsh emphasized. “A lot of us sit in fear of change,” she said. “But if change doesn’t happen, we’re not evolving.”

NEXT, A MINDSET SHIFT.

Once you’ve committed to the pivot, the most important thing you can do next is evolve your mindset.

“You’re directing the ship,” explained Zahr Walsh, “but you’re also directing yourself. You have to be true to yourself to take the business where it needs to go.”

She shares a ratio worth remembering: 90 percent of your business growth is directly tied to personal growth; only 10 percent comes from the strategies and tactics you implement.

That means taking a hard look at where you’re investing your time and energy—you want to run a business, not a busy-ness—and silencing the uncertainty, self-doubt, and negativity. Fear is natural, but try to embrace it as a friend—it’s pointing you to what is most important. How you handle fear will shape how you handle change.

Also, don’t stress about hitting particular targets. “Sometimes, we’re so hell-bent on an outcome, but it doesn’t happen due to fluctuations in the market, client behaviors, or distribution,” Zahr Walsh continued. “Those things are out of your control.” Instead, focus on a desired impact over results.

SELF-ASSESSMENT #1: THE RETROSPECTIVE EXERCISE.

Take a piece of paper and divide it into four equal sections by folding or drawing lines. Each quadrant will help you assess where you are today.

Top Left: What’s Working

What’s going really well? Make a list of the wins and what you want to continue. “We do not celebrate enough,” said Zahr Walsh. “So raise up the vibe here first.”

Bottom Left: What’s Not Working

Identify what’s holding you back. What do you need to stop doing? What’s preventing you from hitting your goals? If you work with a team, do this together as a group.

Top Right: What to Start

What do you need to start, add, or enhance to move you closer toward your goals? This step is crucial so you don’t get stuck in the business of busy-ness.

Bottom Right: What to Prioritize

Name one thing you will commit to that will propel you forward. Set a clear deadline to provide structure and accountability.

Repeat this assessment regularly—monthly or weekly—to get the traction you want at the speed you want. You’ll be more nimble, too, and prepared to pivot with ease. One word of warning, however: “Do not go more than 30 days,” Zahr Walsh said, “because you may continue to do things that no longer fit.”

SELF-ASSESSMENT #2: THE CEO CONUNDRUM.

According to Zahr Walsh, every company has three core leadership roles:

The Creator

The ideas person who thrives on innovation and dreaming up what’s next. Your weak spot? Execution.

The Operator

You love productivity and live for KPIs. Execution is your sweet spot.

The Entrepreneur

The financial mover and shaker. You think about revenue, market fit and the details of the business model.

Here’s where the conundrum comes in: most founders naturally fall into one of these roles, but often end up stretched thin and wearing more than one hat, if not all. They end up feeling frustrated, stuck, resentful, or burnt out. If you’re not sure whether you’re a creator, operator or entrepreneur, take Zahr Walsh’s CEO Quiz to find out.

Your skill set and innate gifts will finally align with your day-to-day, allowing you to lead (and lead the pivot) more effectively. By uncovering the role you’re meant to play, you’ll better understand where you need support. You can then turn your need for support into a goal. Zahr Walsh gave the example of a founder who is overwhelmed with creation and bookkeeping. She’d tell that founder to calculate how much it would cost to hire a bookkeeper and focus on that number, rather than working to the point of burnout because they believe they can’t afford one.  

PIVOT WITH PURPOSE.

Make sure the pivot brings you closer to your goals—and that you can clearly articulate what they are.

Evaluate your systems, resources, and market demand to ensure the changes are intentional and growth-oriented. You want to be proactive, not reactive. 

Just as important: keep your team and clients informed so they understand the value of the shift. When people feel included—not left behind—not only will they stay engaged so you don’t lose momentum, you’ll be in a better position to lead the transition.

For the relationships that might be in jeopardy, whether vendors or employees, it’ll be easier to part ways when they understand the why. As Zahr Walsh put it: Don’t siphon resources into something that no longer aligns with where you’re headed.  

WHAT IF THE PIVOT FAILS?

Don’t consider it a failure; it’s feedback. This is an opportunity to learn, refine, and pivot again—quickly and strategically.

If it’s truly time to exit, and you’re sitting in that struggle, remember: an exit is a pivot, with its own lessons and mindset shifts.

“Please stop calling your business your baby,” Zahr Walsh stressed. “You’re not going to exit from your baby and, in business, detachment is necessary and critical to moving forward. Once you clear that barrier, you’ll jump into what’s next so much faster.”

With those additional learnings, she added, you’ll step into a new opportunity with greater clarity, confidence and success.