A CEO's Guide To Navigating Tariffs, Uncertainty And Opportunities

Forbes

20-05-2025

By C200 member Hannah Kain
As 2025 unfolds, CEOs across industries are bracing for a turbulent year, and in the world of supply chain management, the stakes have never been higher. As the new year approached, I learned that 73% of CEOs identified tariffs as their primary concern for the year ahead. It's no surprise—supply chain-dependent CEOs and executives are constantly navigating unforeseen risks. The uncertainty surrounding geopolitics, tariffs, regulations, supplier stability, ESG commitments, staff, and, of course, costs, keeps many of us awake at night.
Yet, simply worrying isn't enough. As someone who survives on strategic thinking, I've often found myself questioning: Am I worrying about the right things? Which issues demand my attention, and which ones can I manage more proactively? Risk management, in particular, has become a vital part of decision-making. But with so many potential pitfalls, how do you focus on the risks that truly matter?
To cut through the noise, I've developed a simple methodology for evaluating risk, based on these key questions: Is this risk significant enough to warrant concern? What will the impact be—catastrophic disruption, or merely an added cost? Does it pose a strategic threat, or is it something I can absorb? Most importantly, can I influence the outcome, and will the mitigation strategies offer a reasonable return on investment?
For example, a kneejerk reaction to tariffs might lead to overstocking inventory with little benefit. It's a classic case of overcompensating for a risk without fully understanding the long-term impact. By taking a more measured, data-driven approach, leaders can make informed decisions that avoid unnecessary costs while preparing for potential disruptions.
Curious, I asked several of my friends in C200, a network of influential executive women, what they perceive boards are most concerned about today. One of the most enriching aspects of being part of this network is the opportunity to engage in high-level conversations that elevate strategic thinking and decision-making. One of my friends shared a powerful observation: if we worry too much about risk, we may miss out on valuable opportunities. In other words, excessive worry can cloud our judgment and prevent us from seizing opportunities. Ironically, this realization made me worry even more—that I may be focusing too much on managing risk and missing opportunities.
CEOs, by nature, worry. It comes with the territory of making decisions that affect not just the business, but the lives of employees, customers, and stakeholders. Female CEOs often carry this burden more heavily. We care deeply about achieving results—but we also want to do so in a way that aligns with our values. Women are just as ambitious as men; we strive for success, but we also want to lead with empathy and collaboration. We don't want to trample others on our journey, but doing the right thing often requires balancing priorities, which adds another layer of complexity—or worry.
This dual focus on achieving results while maintaining integrity requires constant recalibration. The challenge is knowing when to push forward and when to step back. Female CEOs often carry the weight of wanting to 'get it right,' which can lead to overthinking. But this awareness also brings strength, ensuring that decisions are made thoughtfully, considering both business outcomes and the human impact.
As a result, many female CEOs find themselves in a cycle of reflection and worry—striving for business success without compromising their leadership values. It's a delicate balance that requires knowing when to act decisively and when to pause and reconsider, always with care and thoughtfulness.
When I recently learned that CEOs often experience poorer mental health than the employees in their companies, I was surprised. CEOs are typically seen as mentally strong—perhaps even invincible—leading their organizations through uncertainty and disruption. Yet, this revelation didn't surprise me entirely. In my conversations with fellow CEOs, the weight of constant worry and decision-making is a shared experience. We all care deeply about the outcomes of our businesses, our employees, and our customers. But that level of care comes with a personal toll.
So, how do successful CEOs manage this barrage of challenges? What tools do they rely on to not just survive, but thrive in such a demanding role?
Uncertainty is an inevitable part of leadership, and CEOs are no strangers to navigating its complexities. During the pandemic, the most effective leaders honed their ability to guide their teams through unprecedented change. Those lessons in resilience and adaptability are more relevant today than ever before.
As we move forward, we must recognize that while worry is a natural response to uncertainty, how we manage it defines our success. By focusing on what we can control, cultivating strong networks, and prioritizing our well-being, we can transform worry into a powerful driver of strategic growth, innovation, and long-term resilience. The key to thriving in this volatile environment lies not in avoiding worry, but in harnessing it to fuel better decision-making and stronger leadership.
Hannah Kain is the Founder and CEO of ALOM, a global supply chain company that manages the physical, digital, and financial supply chains for clients worldwide. She serves on the boards of the National Association of Manufacturers, WBEC-Pacific, and the Women's Business Enterprise National Council (WBENC), where she is also Chair of the WBENC Forum. Hannah is the board chair of How Women Lead – Silicon Valley and a member of the Advisory Council for Heritage Bank of Commerce. She has been a C200 member since 2011.