Resilient Leadership In Crisis: Navigating Wartime Challenges As A CEO
The need for medical treatment is constant, and in times of war, the demand to provide healthcare is often greater. For a medical device company, that means delivering no matter what—arriving at the office after a night of taking shelter from missiles, holding meetings from home while your children don't have school or supporting employees who have been called for military duty. Beyond the physical fatigue, the emotional toll is very heavy, and yet the company must keep moving forward. For CEOs in wartime, how can we best lead our company and support the people who count on us?
Personally, I believe the best way to navigate business challenges in wartime is to simply lead by example. As the CEO of IceCure Medical in Israel, for the past 600 days and counting, I have been leading our company through wartime, while also volunteering with the Israeli Traffic Police to help keep our citizens safe. I will share my lessons learned in resilient leadership during wartime and how my volunteer work keeps me grounded and motivated during a crisis.
The Role Of Essential Businesses In Wartime
As an essential business in wartime, we cannot stop. Our responsibility as a medical device company delivering cryoablation systems for cancer patients means we must continue regardless of geopolitical circumstances.
That's why we must think several steps ahead. Our business model has always integrated robust contingency plans and proactive logistics to keep supply chains operational. Our sales teams and distributors are equipped with additional inventory to create strategic buffers. This ensures that even when routes are disrupted, care for cancer patients remains uninterrupted. Ensuring continuity of healthcare means preparation, adaptability and execution under pressure.
Leading By Example
As CEO, I believe in professional and personal contribution. For 15 years, I have volunteered with Israel's Traffic Police, initially responding to accidents and incidents involving impaired drivers. Over time, I have taken on a leadership role at the headquarters and am responsible for ensuring driver safety along a section of the northern coast of Israel. On October 7, 2023, I was called to duty to manage traffic so that first responders and military could respond swiftly to the atrocities that took place. Under missile fire from Iran, we maintain open roads for the ambulances of Magen David Adom and the Home Front Command responding to damaged areas.
Balancing these duties is challenging but offers valuable insights. It drives me and informs my decisions with a deeper understanding of daily struggles. In crisis management, leadership is about presence, engagement and inspiring others through actions. Our teams observe how we lead in tough times. I strive not only to lead from behind a desk but also to stand alongside my team and community, contributing in whatever way I can.
Motivation Amid Missiles: Helping Your Team Keep Going
During wartime, people face immense physical and emotional challenges. Nights disrupted by sirens and days filled with fatigue and uncertainty can wear down even the most resilient among us.
As leaders, compassion is crucial. We must be patient, recognize the emotional burdens our teams carry and find ways to bring stability. Setting small, clear goals can help restore focus and a sense of progress.
In healthcare, it's vital to remind our teams that their work matters more than ever. Human resources plays a key role through emotional check-ins, honest conversations and genuine support. I personally message our team to let them know I'm here for them. It's about supporting the operations and aiding the people who keep things running.
Our teams look to us for strength, empathy and clarity. That's why I lead with intention, guided by five leadership lessons that ground me during these times.
My 5 Leadership Lessons For CEOs Navigating Crisis
• Be decisive, but stay adaptable. Make the best decisions you can with the information you have been given, and be ready to adjust. Flexibility beats perfection every time.
• Lead with people, not just plans. Your team's well-being comes first. Check in. Be human. A small gesture can mean the world to those in a crisis.
• Communicate openly, even when it's hard. Tough times reveal true character. Staying transparent and acting with integrity builds trust and stability. People don't expect perfect answers; they want honesty. Keep your team informed, even if the update is: 'We're still figuring it out.' Knowing there's a plan forming is better than being left in the dark.
• Focus on what truly matters and what's achievable. Prioritize essential work and key customers, yet be realistic in terms of the crisis. Set clear, attainable goals that help your team feel progress.
• Let constraints spark creativity. Wartime forces us to think differently. New problems emerge, and old ways of working may no longer fit the moment. Encourage your team to suggest bold ideas or new ways of working. Innovation doesn't pause—I have found it accelerates.
Leading With Resilience And Optimism
We can't control the geopolitical situation, but we can control how we lead through it. For me, that means showing up, staying steady and keeping perspective. As a CEO, staying optimistic is a responsibility. Optimism helps people push through uncertainty, reconnect with purpose and believe in what is next.
We don't lead companies; we lead people. And when we stay human, hopeful and grounded, leading by example, we help our teams and business keep moving forward.
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