When turbulence strikes, the first question most leaders ask is, “How can I stabilize the situation?” But over the years, I’ve observed that the most effective leaders go beyond merely stabilizing—they inspire.
In times of uncertainty, resilience in its truest form isn’t just a personal virtue; it’s a gift you give to your team, your organization, and your community—those who look to you for guidance, not just to navigate challenges but to find purpose within them.
This doesn’t mean minimizing what’s happening or glossing over the consequences. It doesn’t mean pivoting to change the subject. And it doesn’t mean you need to acquire the transcendent stoicism of a Tibetan monk.
Instead, it’s about the ability to turn challenges into stepping stones—unlocking opportunities for progress that propel you beyond your original destination. Resilience is a skill anyone can cultivate with intention and consistency. And as you strengthen your own resilience, you naturally empower others to do the same.
Through 30 years of collaboration with leaders facing curveballs, dust-ups, and crises both big and small, I’ve found that the most effective among them consistently follow a blueprint for building resilience and inspiring others.
Own the Uncertainty—But Define the Narrative
When adversity strikes, acknowledge it head-on with your own story. While sugarcoating the truth or wallowing in doom erodes trust, resilient leaders accept reality while helping people see a larger context and a way forward.
According to research from McKinsey, executives say that the most important leadership behavior through a crisis is presenting an inspiring vision. Resilient leaders know that if you don’t define the narrative, it will define you—almost never in the way you’d like.
When Anne Mulcahy took the helm at Xerox in 2001, the company was on the brink of bankruptcy. She didn’t mince words—she spoke openly with employees, customers, and investors about the tough road ahead. But Mulcahy also reframed the story, emphasizing Xerox’s potential to lead through innovation, and she committed to doubling down on research and development.
In a particularly bold move, she crafted and distributed to her staff an imaginary Wall Street Journal article set in 2005, outlining Xerox’s hypothecated future accomplishments. Her honest yet aspirational messaging inspired trust, rallied the organization around a shared vision, and ultimately led Xerox back to profitability the very next year—proving that sometimes the best stories are the ones we dare to create ourselves.
Be Real but Not Reactive
Model emotional agility. Emotions are contagious—if you’re spiraling, your team will spiral too. But if you remain steady, they will follow suit. Resilient leaders don’t suppress emotions; they manage them effectively, demonstrating a measured approach that keeps their teams grounded.
Harvard psychologist Susan David describes emotional agility as the ability to balance honesty about your feelings with the flexibility to respond constructively. When setbacks occur, even though some decisions need to be made immediately, avoid knee-jerk reactions like garbled messaging, myopic responses, lashing out in anger, or succumbing to despair. Acknowledge emotions, but recognize that effective responses require reflection and strategic thinking to find the best solutions as a team.
When the pandemic brought global travel to a standstill, Airbnb faced a near-collapse, capturing grim headlines across the world. CEO Brian Chesky responded with transparency and empathy, initiating candid conversations about the company’s obstacles and the emotional toll on his team. Chesky stayed in close communication with staff as he shifted focus to local stays that didn’t require travel and streamlined operations to adapt to a rapidly changing market. Even in the face of difficult decisions and announcements—like layoffs—Chesky’s authentic leadership strengthened trust and positioned Airbnb for recovery and long-term resilience.
Airbnb not only survived but also managed to reach its funding goals, increase revenue, and achieve one of 2020’s most valuable IPOs. In the process, Chesky’s transparency and steady leadership became hallmarks of his brand.
Pro Tip:Create a ritual for processing challenges. One CEO I worked with during a recent crisis started team meetings with an exercise I call “Breathe, Center, Commit.” He renamed it, “The Three Breaths”, a bit more catchy.
First breath: Acknowledge the challenge. Deep breathing disrupts the brain’s stress response, creating space for emotional intelligence and improved decision-making.
Second breath: Ground yourself in the present. Focus on the here and now—what the senses perceive, not what the mind imagines. This minimizes distractions and increases focus, allowing the entire to re-align with core values and purpose.
Third breath: Commit to a productive response. This is where intention meets resolve, empowering the team to move forward with focused action that is strategically aligned.
Many small habits like this can reinforce emotional resilience and set the tone for your team.
Share Stories That Stick
In times of uncertainty, facts create stability, and vision inspires hope. But it’s a good story that acts as a bridge between the two. Stories have a way of cutting through the noise and reaching the heart. And our brains are hardwired to respond to stories as well—they remind us that struggle is a part of the journey and our responses help shape the future.
Mary Barra, CEO of GM, often shares the story of the firm’s bankruptcy during the financial crisis, describing the arduous reinvention process that followed. She frames the company’s transformation—from survival mode to leading the charge in electric and autonomous vehicles—as proof of resilience and innovation. Barra’s storytelling not only humanizes GM’s struggles but transforms them into a rallying cry for what’s next: emerging stronger and more future-focused, even if the future looks nothing like what you originally planned.
Focus on the Next Steps, Not Just the Finish Line
Uncertainty often feels overwhelming because we try to solve everything at once. While crises may demand quick decisions, the most effective leaders simplify: Prepare for a range of scenarios but focus your team’s energy on actionable, immediate next steps where success is within reach.
If you’re a football fan, you’ve mostly likely heard of Alabama Coach Nick Saban’s “Process”. His philosophy focuses not on results, but on executing the next play with precision and focus. In fact, he is known for frequently chiding the media for being overly obsessed with results. By breaking down ambitious goals into manageable tasks, he helps his players stay present and perform consistently, even under immense pressure.
Celebrate Small Wins Loudly
In times of adversity, morale can waver, and progress often feels slow. But small victories matter. Resilient leaders spotlight progress—even the baby steps—to build momentum and confidence. One board member put it like this, “I think of it as compound interest for team morale”.
Former PepsiCo CEO Indra Nooyi was renowned for sending personal thank-you notes to employees who achieved milestones, no matter how small. She even sent notes of praise to their parents. (Yes, you read that correctly.) These acts of gratitude motivated her team and reinforced the value of incremental progress, galvanizing the organization to push through challenges. Leveraged correctly, small wins can create far-reaching ripples.
The Ripple Effect of Resilient Leadership
When the next challenge arises—and it will—remember: Resilience isn’t just about bouncing back; it’s about bouncing forward—stronger, more focused, and more unified than before.
Resilient leaders foster teams that are adaptable, innovative, and engaged—even in uncertainty—creating a legacy of strength and inspiration that extends far beyond any single challenge. After all, the true measure of resilient leadership isn’t just surviving the storm but helping others find their sea legs along the way.
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