Imagine maintaining operational status quo for five years. The risk of being overtaken by competitors and pushed to the brink by economic conditions is high. On the other hand, reacting impulsively without stepping back can lead to costly mistakes that jeopardize cash flow. And what about the impact on employees? Few things fuel pessimistic scenarios, low morale, and turnover like a climate of uncertainty.
There’s no denying that every strategic decision weighs heavier than usual on executives. At the same time, indecision often proves more damaging—even when no option seems ideal. From what I’ve observed, the line between acting too quickly and acting too late is razorthin. Leaders must learn to adjust and operate in that narrow sweet spot.
In certain manufacturing sectors, I saw employees stand together and reduce their hours so others could keep their jobs. I also saw managers forced to implement temporary layoffs, hoping to bring their teams back as soon as possible. In these situations, maintaining a full payroll without the expected revenue could have drained liquidity and threatened the company’s survival. A difficult decision, but one that required swift action despite the human cost.
In the tech sector, I saw decisionmakers accelerate their growth and investment plans to avoid falling behind in the race toward artificial intelligence integration. This meant hiring highly skilled—and highly paid—talent. The result: modernized technological services compliant with new regulatory requirements. Financing was necessary, and it came with the stress of taking on debt. But waiting to secure full funding before moving forward, or passively watching competitors innovate, could have meant losing clients due to obvious obsolescence in an industry that moves at lightning speed. Investing in the future of their product was a wise choice compared to watching it become a relic of the past.
In the defense industry, I saw projects and contracts multiply. The challenge became finding and integrating new workers at high speed. Can we really afford to let opportunities pass simply because we’re not fully ready? Sometimes, building the process while operations are already underway is necessary when the industry itself is booming. Watching the train go by may mean missing the chance to board the next one.
In the nonprofit sector, I saw teams double their efforts and creativity to attract philanthropists—often working twice as hard for the same donations, or even less. When a cause matters deeply and deserves to be defended, it’s not the time to fade into the background because donors are giving less. It’s the moment to show perseverance and resilience, to demonstrate that the organization is alive and making a difference in the community. A way to be chosen without begging.
The same events throughout the year… yet different impacts and different decisions depending on the organization. What all leaders share is strength and tolerance for risk. Showing empathy is the bare minimum. Keeping a cool head and calculating each move is essential to withstand pressure. Putting things into perspective, reassuring, deescalating, motivating, supporting, and standing by loyal employees—this responsibility should never be taken lightly.
In other words, if things are going poorly, communicate it clearly—along with the action plan to turn things around. The truth may create temporary instability or insecurity, but it also sparks a sense of urgency and unites the team to create a direct, positive impact on what comes next. Your bond of trust with your people will grow stronger. It’s in the storm that opportunistic talents rise and surprise you.
There are no guarantees of success in business. Each new year resets the counter to zero, even if the previous one was profitable. Whether in growth, decline, or stabilization, remember that you remain the reference point—the pillar your team relies on.
So I wish you care and balance in 2026. Invest in yourself. Learn, understand yourself, and adapt. I look forward to supporting you for another year on this journey.
