Leadership Minute: How Great Leaders Stay Grounded In Chaos

Leaders must keep a clear head in uncertain times. Here's how

It’s been a dramatic few weeks in leadership, on top of an exhausting few years. Markets are volatile, and so much is up in the air relating to interest rates, inflation, supply chain risks and other macroeconomic factors. There’s a reason many leaders have said publicly that they aren’t certain how to plan for a future outlook that changes by the day.

Leaders are defined by these moments when uncertainty looms and everyone on a team or in an organization looks to them for guidance, or even reassurance. I’ve written extensively about crisis communication and guiding a team through uncertainty, including my discussion of the Stockdale Paradox. But one thing I haven’t addressed, and rarely see discussed, is what leaders need to do for themselves in times of strife and instability.

There was a moment early in the COVID-19 pandemic that drove this home for me. About a month into the crisis, my daughter asked me how I was holding up. I got a bit emotional when I realized it was the first time anyone had asked me that in weeks. I wasn’t really okay and a few days later slept for about 14 hours.

When times are tough, leaders must care for everyone else—their teams, their families, their businesses. Often, there is no one left to care for the leader. You can’t be the lighthouse for others when you don’t have energy, clarity and control, so I recommend taking these steps to stay steady.

Focus on What You Control

Uncertainty breeds anxiety because it reminds us that so much in life and business is beyond our control. This is always true, but we don’t notice it so much when external forces work in our favor.

This is where the ancient principle of stoicism offers an invaluable mindset. A core tenet of stoicism is focusing on what you can control and letting go of what you can’t to avoid getting overwhelmed by external circumstances.

In times like this, spend less time focusing on external unknowns and concentrate on what you can control:

• Double down on values: Your values should be a compass that guide your personal and professional decisions. In moments of uncertainty, you won’t regret following those values.

• Make quick, decisive decisions: In a crisis, the worst decision is no decision, as that often the choice eventually gets made for you. Rather than overanalyzing or delaying, make the best decision you can with the information available, and execute on that choice.