Leading Through Challenging Times: Lessons from the Frontlines

March 10, 2025
|In Article
|By Jess Webb

 

This time, we continue the conversation from my last blog, when we talked about having a fortress balance sheet, to ask the next critical questions once financial stability is secured:

    • How do you actually lead through tough times?
    • How do you ensure your team and your business not only survive but thrive amidst uncertainty?

Embrace the Challenge

Over 30 years of working with companies worldwide, I’ve witnessed numerous economic and industry challenges. While I wouldn’t say I enjoy the turmoil, I do appreciate the opportunities that come from adversity. Tough times pressure-test businesses, systems, and people—and that’s where real growth happens.

Right now, things are tough across the board but there are consistent patterns in how great leaders navigate challenges.

Here are some key lessons from the best CEOs with whom we’ve worked:

    1. Acknowledge the Hard Truths

The best leaders I know don’t sugarcoat difficulties. They openly acknowledge that the road ahead is tough, while they instill confidence in their teams and reinforce that they can overcome any challenge.

A great book that speaks to this concept is The Hard Thing About Hard Things by Ben Horowitz, which emphasizes that success isn’t about avoiding difficulty but working through it with resolve.

    1. Work Shoulder-to-Shoulder with Your Team

In challenging times, leadership isn’t about delegating from a distance. It’s about rolling up your sleeves and working alongside your team. The most respected leaders don’t just issue directives. They join in problem-solving sessions, stay late with their teams, and set an example through action. This not only strengthens execution but also reinforces the right cultural tone.

    1. Reconnect with Purpose & BHAG

When the world feels chaotic, your Big Hairy Audacious Goal (BHAG from the work of Jim Collins) and purpose act as a North Star (or Southern Cross). Just like a ship navigating a storm, refocusing on your long-term vision provides a focus point and stability. If you have a solid three-to-five-year plan, stick to it, after ensuring it still holds up under current conditions. If necessary, make adjustments but stay committed to your guiding principles.

    1. Filter Signal from Noise

In times of uncertainty, there’s an overwhelming amount of information—some relevant, some just noise. Effective leaders help their teams to focus on the critical signals that guide decision making. Right now, for example, there’s a lot of economic and political speculation, so leaders need to help their teams to focus on what truly impacts their business and how to adapt accordingly.

    1. Over Communicate

Clear, consistent communication is more important than ever in turbulent times. Scaling Up methodology promotes daily huddles to keep everyone aligned.

As a rule, the best leaders increase the frequency of their communication—sometimes doubling or even quintupling it. People create their own narratives when left in the dark, which may not be productive. Your job, as a leader, is to shape the narrative in a way that empowers and motivates your team.

    1. Take Care of Yourself First

This is where my book, Your Oxygen Mask First, comes in. Leadership resilience is non-negotiable. If you’re stressed, exhausted or overwhelmed, it radiates through your organization. Conversely, if you remain steady, optimistic, and focused, that energy spreads too.

I recently spoke with a CEO who has doubled down on their personal fitness routine to maintain clarity and stamina. Another leader has increased their daily walks from two miles to three, to create more space for decompression and strategic thinking.

Whatever it takes, prioritize your own wellbeing so you can show up, at your best, for your team.

Final Thoughts

Every era presents its challenges, but we always find a way through. The key is to maintain focus, communicate effectively, and lead with resilience. We may not know when things will settle, but we can control our response. By guiding our teams with confidence, clarity, and commitment, we can navigate adversity and emerge stronger than before.

The Challenge

    • How can you and your team make the most of the current market you are in?
      • Start or do more?
      • Stop or do less?
      • Do differently?

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