How to Lead During a Crisis

Leadership can really shine during high-stakes retrospectives (a.k.a. postmortems). Teams get worried immediately following major failures, like a total outage. Customers are upset, company perception is impacted, and teams feel down. Times like that demand a leader who can simultaneously show stability, encourage transparent discussion, and steer the team toward productive resolutions. One of the most crucial initial steps is creating an environment where root causes can be identified. If you have ever been in one of these high pressure situations, you will know that they are often multi-dimensional, including a set of unforeseen conditions, lack of communication, insufficient process, and cross-functional elements. Right from the start, the leader should make it clear that the retros purpose is learning and prevention, not blame. Underscore a non-judgmental atmosphere, “We’re here to identify where we could have done better, not to single out individuals.” This tone encourages the team to share insights and challenges, ultimately leading to a deeper discussion. Beyond setting the tone, a leader should actively model the behaviors they wish to see: action, curiosity, improvement. When groups are knocked off their center, the leader plays a critical role to reunify the group and being laser-focused on finding paths forward. You can ask: What signals did we miss? Did we fail to communicate certain risks? Which assumptions proved false? Highlighting systematic or procedural gaps rather than individual errors fosters a sense of collective responsibility for solutions. Last, clear follow-through is important. Tell the team what you expect at the end of the retrospective: well-defined action items with assigned owners and timelines. Hopefully, you already have a documented process for retros. You can point to this and reiterate that the outcomes will be real changes that focus on the current failure, but importantly, prevention of the class of potential failures. While it’s necessary to provide an accurate account of what went wrong, it’s just as important to convey a measured plan for preventing a recurrence. During the period when all of the answers are not known, leaders often need to provide teams protection and time to make recommendations. If you do these things well, a leader can transform a moment of failure into a more resilient and proactive team.

"Sir, we've lost $2M in the last 10 minutes." Would you freeze or lead? I asked this question to a room of leaders last week. The silence was deafening. Because here's what I've noticed after two decades of coaching leaders through their darkest moments: Everyone has a plan. Until reality punches that plan in the face. Think about it. Right now, somewhere, a leader is facing their defining moment. Maybe it's a cyber attack. A product failure. A PR nightmare. The stakes? Millions of dollars. Hundreds of jobs. Years of reputation. You know what's fascinating? The best leaders I've worked with don't just prepare for crisis - they simulate it. They deliberately put themselves in the pressure cooker. Global giants like Companies like Airbus, HSBC, and Richemont are using immersive simulations—created by experts like InsideRisk—to throw their leaders into controlled chaos. These exercises replicate high-pressure, real-life scenarios to prepare leaders for the unimaginable..You're thrown into a situation where every minute brings new chaos. Your data is incomplete. Your team is scattered. The media is calling. And you have to lead. These simulations reveal something profound: The gap between knowing what to do and actually doing it under pressure? It's massive. I watched a brilliant CEO freeze when his simulated company lost $10M in an hour. Why? Because theory crumbles under pressure. Excel sheets don't teach you how to calm a panicking team. But here's the game-changer: Leaders who fail in simulations become unstoppable in real crises. Each simulated disaster builds neural pathways for calm decision-making under fire. Think Formula 1 drivers. They crash thousands of times in simulators so they never crash on race day. What nobody tells you: The difference between a good leader and a great one? About 1,000 simulated failures. P.S. What's the scariest crisis scenario for your business? Share below - let's pressure-test your response together. #LeadershipDevelopment #CrisisManagement #ExecutiveCoaching #BusinessStrategy

When the Palisades fire erupted near my home in Los Angeles, it brought devastation that felt deeply personal. Like many around me, I’ve seen friends lose homes, cherished keepsakes, pets, livelihoods—and their children’s sense of safety. Even for those of us fortunate to be outside of the inferno's relentless path, the grief for what has been lost is shared. Disasters like these aren’t just stories of loss—they reveal the ripple effects on communities and organizations. They’re a call to action for leaders to step up with empathy and support. Here’s how leaders and businesses can help their teams navigate the unexpected: 1️⃣ 𝗢𝗳𝗳𝗲𝗿 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 Give employees space to handle crises—whether through flexible hours, remote work, or paid leave. 2️⃣ 𝗣𝗿𝗼𝘃𝗶𝗱𝗲 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 Connect your team with mental health services, disaster relief organizations, housing assistance, and other resources. Leaders don’t need all the answers, but facilitating help can be life-changing. 3️⃣ 𝗙𝗼𝘀𝘁𝗲𝗿 𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻 Create safe spaces for employees to share and process their emotions, whether in group check-ins or one-on-ones. Sometimes, being heard is the first step toward healing. 4️⃣ 𝗠𝗼𝗯𝗶𝗹𝗶𝘇𝗲 𝘁𝗼 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗢𝘁𝗵𝗲𝗿𝘀 Engage your team in relief efforts. Here are a few examples in addition to the 𝐋𝐀𝐅𝐃 𝐅𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 and 𝐑𝐞𝐝 𝐂𝐫𝐨𝐬𝐬. 🔹 𝐅𝐮𝐧𝐝𝐫𝐚𝐢𝐬𝐞 𝐟𝐨𝐫 𝐬𝐭𝐮𝐝𝐞𝐧𝐭𝐬 who’ve lost classrooms and school supplies. 🔹 Partner with organizations like 𝐖𝐨𝐫𝐥𝐝 𝐂𝐞𝐧𝐭𝐫𝐚𝐥 𝐊𝐢𝐭𝐜𝐡𝐞𝐧 to provide meals for firefighters and evacuees. 🔹 Support 𝐂𝐎𝐑𝐄 (Community Organized Relief Effort) to aid underserved communities. 5️⃣ 𝗣𝗹𝗮𝗻 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗟𝗼𝗻𝗴 𝗧𝗲𝗿𝗺 Disasters are inevitable, but preparation makes a difference. Build a crisis plan that prioritizes employee well-being, clear communication, and community response. Leading through crises isn’t about having all the answers—it’s about showing up with empathy. People will remember how you supported them when it mattered most. Los Angeles, like so many communities facing fires, floods, and storms, will rebuild. Thoughtful leadership can help workplaces play a vital role in that resilience. #ILoveLA #LeadershipInCrisis #EmpathyInAction #StrongerTogether #EmployeeWellBeing #januscoaching 𝘗𝘩𝘰𝘵𝘰 𝘰𝘧 𝘗𝘢𝘤𝘪𝘧𝘪𝘤 𝘗𝘢𝘭𝘪𝘴𝘢𝘥𝘦𝘴 𝘢𝘵 𝘴𝘶𝘯𝘴𝘦𝘵 - 𝘣𝘦𝘧𝘰𝘳𝘦 - 𝘤𝘳𝘦𝘥𝘪𝘵: 𝘓𝘦𝘵𝘺 𝘚𝘢𝘭𝘤𝘦𝘥𝘰 𝘧𝘰𝘳 𝘪𝘴𝘵𝘰𝘤𝘬

Navigating Leadership in Turbulent Times- A few days ago, I had an interesting conversation with a friend about how Non Profits are facing this period of  unknowns and instability. For organizational leaders, the role we play in guiding our teams and ensuring the stability and resilience of our organizations has never been more critical. Here are a few things I learned about leading through uncertainty- 1. Focus with Intent We are constantly being hit with a barrage of incoherent tweets, rash decisions, and contradictory messaging that can feel overwhelming. Reacting to everything will leave us scattered, unfocused, and ineffective. Leaders must prioritize their organizational goals and focus on what they are best equipped to address. 🔑 Choose your battles wisely and resist the urge to 'play whack-a-mole' with every issue. Not every fight is yours to take on, and sometimes, the wisest move is not to fight at all. Focused leadership drives meaningful impact. 2. Embrace Collaboration - In this season of uncertainty, collaboration is not optional—it’s essential. Community and partnerships have always propelled movements forward. 🤝 Build a collaborative work culture, encouraging your team to cultivate strong relationships both internally and externally.  Collaboration builds trust, and allows people to build upon their strengths and leads to better decisions and outcomes.   3. Flexibility & Adaptability -"Be stubborn about your goals but flexible about how you achieve them." Strategy is not a fixed plan but an evolving path to reach a predetermined destination. Recognize when adjustments are needed and model adaptability for your team. 📣 Communicate openly with staff about changes and align around shared objectives, even if absolute agreement isn’t always possible. Pathways can emerge when teams are nimble and solutions-oriented. 4. Support Your Staff- Amid external crises, organizational trust often becomes strained. Now is the time to double down on creating a supportive environment for your team.  Focus on the short-term goals and the long-term mission when conflict arises. Look for areas of agreement to rally around. 💡 Consider what your organization can offer during this period, whether that’s flexible policies, open communication channels, or empathetic leadership. Teams perform best when they feel valued and supported. 5. Safeguard Your Organization - If your mission runs counter to the incoming administration’s policies, preparation is key. 📋 Run a risk assessment and review your policies/processes to ensure compliance and readiness. Develop clear protocols and maintain a strong relationship with your legal counsel.  A proactive approach will protect your organization from unnecessary risks. I can say from experience that leadership in turbulent times isn’t easy, but it’s also an incredible opportunity to model resilience, inspire focus, and foster collaboration.

As a fighter pilot and military leader, I often had to make time-critical decisions. I never had perfect information or a 100% solution, but I still needed to be decisive and take action. It wasn’t always easy, but the more experience (and practice) I had, the easier it became to make decisions quickly. How did I get to the point where I felt confident in making quick decisions? 1️⃣ Prepare – do the research, know your stuff. It’s easier to make a quick decision when you have done the work to be knowledgeable about a situation. Going in cold is much more difficult. 2️⃣ Plan for contingencies – think through contingencies in advance. If you think through the “what ifs” in advance, then you will feel better prepared to make a decision. 3️⃣ Seek input – you don’t have to have all the answers. When time permits, seek out input from experts, and also from your team members who are closest to the action and will be most impacted by your decision. 4️⃣ Evaluate the pros and cons – Think through the consequences of your decision. How will it impact your team? What are the outcomes related to your decision? 5️⃣ Make the decision – Make a timely decision and communicate it to your team. Explain your thought process and reasoning to help gain buy-in and understanding. 6️⃣ Hold yourself accountable for the decision. If it’s wrong, admit it, and go back to adjust. We can all face challenges that can make us feel stressed or worried about making a timely decision. But when it comes down to it, leaders need to be prepared to make tough decisions in challenging circumstances when time is limited. #DecisionMaking #LeadershipDevelopment #LeadWithCourage

A topic that has come up recently in some of my manager development programs is how to lead during times of change and uncertainty (which, let's face it, feels like the norm these days). The core question is this: How do you show up and lead others during periods of uncertainty and change when you yourself may feel uncertain about the changes happening? When one person asks this question, many others nod in agreement, highlighting the universality of what many leaders are experiencing today. In the hopes of sparking further conversations between your leaders and their peers on this topic, I wanted to share a few key ideas we discussed as potential actions for leaders to try: 📌Put on your oxygen mask first - As the saying goes, take care of yourself first. Before you respond to others, make sure you are in a good place personally amidst the change and uncertainty. It can be challenging to support others when you’re not taking care of yourself. Take time to reflect, seek support, or journal—whatever helps you process the situation. But before you lead, start with yourself. 📌 Map out what’s within your control - It’s easy to feel overwhelmed by uncertainty, but in reality, some things are within your control, and others are not. Define what’s in your control and focus your energy there. It’s not easy, but it helps reduce the stress of feeling powerless. 📌 Meet people where they are - Everyone has their own relationship with change and their own ways of coping with fear, uncertainty, and change. Your goal is to understand where each person is individually and meet them there, helping them move in the right direction. This requires listening and personalizing your approach to each individual. 📌Turn outward (and encourage others to do the same) -  During challenging times, it’s natural to want to turn inward and isolate yourself. While it’s completely reasonable to take care of yourself, remember the saying, “don’t suffer in silence.” If there’s uncertainty or change happening, you’re likely not the only one feeling it. Turn outward to your peers and colleagues. As a leader, model this behavior, and encourage your team to connect with their peers as well, if they feel comfortable. Many of society’s challenges have been solved through collaboration, and this situation will be no different. If you have other ideas or practices that are helping your leaders navigate change and uncertainty, I’d love to hear what you’re doing or trying! #leadership #leadershipdevelopment

1 "Sales Leadership Test" all sales leaders should pass with flying colors. ⚠️ Leading in times of crisis. Facing a crisis is a leadership rite of passage for any aspiring sales leader. It's when your true abilities are put to the test. I've led sales teams through the dot-com bubble bursting, the mortgage meltdown, the Great Recession and the Covid-19 pandemic and I've learned 5 ways to be a better sales leader during a crisis: 🔍 Acknowledge the Problem If you deny it, your sales team will smell it. Transparency doesn't mean dwelling on the negative though. Inspire your team to see the bigger picture and discuss actionable steps. 🚀 Be Decisive Don't waffle. Make your sales managers decision-makers. Provide a mission, a role, and a sense of ownership for effective crisis management. 🔄 Cut Red Tape During a crisis, reduce friction points. Establish your priority list, empower frontline sales managers, and prioritize low-impact decisions first. ❤️ Don't Ditch Empathy Your team needs you more than ever. Empathy is not a weakness; show your sales team that you care without compromising on team goals. 📢 Adaptable Communication A solid communication plan is crucial. Communicate early and often. Say it again and again and again. It's okay if your message has to change too. The sales leadership qualities required in a crisis are very different from those needed in normal circumstances. We can't always control our circumstances, but we can control how we react and deal with situations. It's not a matter of "if" you'll have to lead your sales team through crisis, it's a matter of "when," so learning these sales leadership skills now will prepare you for a future crisis.

The most dangerous person in your organization might be the one who's most certain about the future. In an era of constant disruption, traditional leadership models fall short. Here's what I've learned about thriving in chaos: - Embrace Strategic Humility: Conventional wisdom says leaders should have all the answers. Reality? In fast-changing environments, acknowledging what you don't know is power. It creates space for collective intelligence to emerge. Start key meetings by explicitly stating uncertainties: "Here are three critical things we don't know yet about this market shift." - Reframe "Mistakes" as "Tuition": In chaos, if you're not making mistakes, you're not moving fast enough. The key is to make those mistakes valuable. Create a culture where teams openly share lessons from failures, focusing on insights gained rather than opportunities lost. This transforms setbacks into catalysts for growth and innovation. - Cultivate Anxious Optimism: Blend "we'll figure it out" confidence with the urgency of "if we don't, we're toast." This mindset drives creativity and prevents both complacency and panic. In planning sessions, always pair opportunity discussions with risk assessments: "What's the best possible outcome here? Now, what could cause us to miss it entirely?" - Lead with Questions, Not Answers: In uncertainty, the quality of our questions matters more than the firmness of our answers. Start strategic discussions with: "What question, if answered, would change everything about our approach?" This focuses team energy on the most impactful unknowns. -Build Capacity for Uncertainty: Your job isn't to provide certainty—it's to build an organization that thrives without it. Regularly rotate team members across projects or departments. This builds organizational flexibility and prevents silo thinking. The leaders who will succeed today and in the future aren't those with the best plans, but those who build teams capable of rapid adaptation and relentless learning.

The past few months have involved deep conversations with 100 early-stage startup CEOs across tech and deep tech. Behind closed doors, a clear theme emerged. Panic leads to costly mistakes. The worst decisions are born from fear, while the best arise from a place of calm, clarity, and strategy. Here's the core advice I share with all my CEOs. 1) Control Burn Intelligently: Cut the fat, but double down on what's driving results. Protect momentum. 2) Master Your Fundamentals: Unit economics, cash flow, runway – know these numbers cold. No guessing allowed. 3) Lead Communication Calmly: Your team mirrors your energy. Investors need clarity. Set a steady tone. 4) Scenario Plan Religiously: Map best, base, and worst cases. Know your levers before you need them. 5) Prioritize Like a Wartime CEO: Focus ruthlessly on value drivers. Everything else can wait. 6) Own Your Controllables: You can't fix the macro, but you can lead with discipline, resilience, and focus. 7) Don't Go It Alone: Lean on advisors, peers, and mentors who've weathered storms. Panic alone, plan together. Turbulence is part of the founder journey. It's not the easy quarters, but the hard ones, where true leadership is forged. What's your strategy for navigating right now? Share it below to help others. #startups #leadership #founderadvice #CEO #venturecapital #resilience #businessstrategy

I've survived two MAJOR business crises within the past 4 years - crises that should have been fatal. Each time, I leaned on 5 principles that not only allowed us to survive but also emerge from the crisis stronger & better than how we went into it. In 2020, instead of killing O2 Hydration, Covid inspired us to execute a series of partnership campaigns designed to help gyms that tripled our business and won Best Marketing Campaign of the Year in the beverage category. Then in 2022, our lead investor unexpectedly backed out the week our largest fundraise was scheduled to close - which also forced us to create a leaner, more efficient, and more thoughtful business nearly overnight. Here are the five principles that have guided our success during these crises. 1. Focus on what you can control. Do NOT piss and moan about external forces outside of your control - focus on what you can change.  2. Stop spending money immediately on things that aren't truly necessary. No more nice-to-haves. 3. Consult your core. Whoever is within your core braintrust (team, mentors, investors, peers, etc), talk to them as soon as you can and get their input on your path forward. 4. Do the right thing. Let your values be your compass on the best path forward. People and businesses tend to get what they deserve over time. 5. Command & control the execution. Peace-time/hands-off management has no business in a war-time crisis, and time is not on your side. You need to move FAST and get your fingerprints on everything that's truly important. In summary, focus on what you can control while moving fast and executing at a high-level, true to your values and your core. What did I miss?