21-05-2025
How To Lead In Difficult Times
Leading through the storm
(c) Mark Nevins via AI
You may have heard the so-called Chinese curse, 'May you live in interesting times.' There's no evidence the saying comes from China, but it's memorable and ironic. We are certainly living in 'interesting times' right now. Indeed, as the American Patriot Thomas Paine famously wrote, these may feel like 'the times that try men's souls.'
Tough times demand strong leadership. Leaders are forged not when things go well—but when they don't. Warren Bennis, one of the fathers of modern leadership studies, called these 'crucible moments.'
I often tell my clients that if there's no change, we don't need leaders—we just need administrators. Change is challenging enough when we initiate it ourselves. It's harder still when it's imposed on us. If you're a fan of the old military acronym 'VUCA'—Volatile, Unpredictable, Chaotic, and Ambiguous—welcome to Q2 of 2025.
Right now, many organizations are navigating conditions they didn't anticipate—and probably couldn't even have imagined. We are facing challenges we certainly can't control: economic headwinds and instability, policy shifts, operational uncertainty, and extremely unpredictability. In times like these, leadership requires more than execution. It requires presence.
A few weeks ago, I was speaking with a client who's second-in-command at a midsize GovCon firm. As you can imagine given her industry, she was feeling the extreme strain of unclear priorities, financial pressures, and an overwhelmed team. 'I need to step back and figure out what the organization needs from me right now,'she said. That sentence—quiet and clear—was her turning point.
In challenging times, the most important work is often internal. Resilience isn't about pushing harder; it's about grounding yourself so you don't get pulled off-center. It's easy to become reactive, to chase the latest fire drill. But great leaders stay focused. As Marcus Aurelius reminded us nearly two millennia ago: You have power over your own mind—even if you don't have power over outside events. Realize this, and you will find strength.
That strength makes space for discernment. The temptation in crisis is to drop into 'Do' mode—put out fires, solve problems, keep busy. But leadership is about more than doing. It's about prioritizing, aligning, and guiding. I like to use the framework 'Do–Manage–Lead.' Doing has limits. You can't scale yourself as a doer. You can only scale by leading and managing—by setting direction, developing others, allocating resources, and coaching your team.
In difficult times, ask: Where should I spend my time? What are the few things only I can do? How can I help others stay calm and focused? One executive I work with sets aside 30 minutes each morning to reflect—no screens, no interruptions. 'If I don't do that,' she said, 'I'm just another firefighter with a bigger hose.'
One of the best public company CEOs I've ever worked with instituted daily 30-minute team check-ins at the start of COVID. Priorities shifted quickly, and he knew alignment was critical. Each meeting was short, focused, and anchored in the classic Eisenhower Matrix—a.k.a., urgent vs. important. The cadence brought calm and clarity.
But tactics aren't enough. Leadership in hard times is also emotional and demands resilience. Your team is watching how you show up. If you model balance, optimism, and clarity, they'll draw from that. Stay positive—but real. Celebrate small wins. Acknowledge progress. Remind people why their work matters. That kind of affirmation becomes fuel for your people not just to stay in the game but to put points on the board.
A few years ago I coached a not-for-profit Executive Director whose organization was struggling through budget cuts. She began each team meeting by highlighting a story of impact: something their work had made possible. These weren't elaborate presentations—sometimes it was a single paragraph. But that reconnected the team to their mission, and it significantly changed the emotional temperature and optimism of her team and reminded them that their work had meaning.
Tough times are also the right time to stay close to customers and stakeholders—even if doing so uncomfortable. One of my clients, a truly mission-driven firm in the government contracting space, is dealing with sudden cancellations and budget cuts, with no warning and often no logic. Yet they have committed to staying in touch with their customers— even when projects disappear and payments stop. That kind of loyalty gets remembered. When those clients are ready to re-engage, they'll return to the relationships that stayed strong during the storm.
A few years ago I wrote a book with the subtitle 'Reinvent Yourself as a Leader Before Your Business Outruns You.' These days it often feels like the whole world is threatening to outrun us. Stay focused. Remain calm. Lean into what you can control and constantly inquire 'What Happens Now?' The best answer today may be different from yesterday's answer.
Remember: you don't have to figure all of this out alone. Invite your team into the conversation. Ask questions. Listen well. Involving others builds commitment—and can surface ideas you may not see on your own.
There's no playbook for leading through uncertainty, but there are principles. Stay centered. Lead, don't just Do. Align often and communicate clearly. Keep close connections with all your stakeholders. And when in doubt, ask: What does my organization need from me right now?
That question won't always give you the answer. But it will inevitably point you in the right direction.
