In an era of accelerating change, a manager's role is to be like a willow tree. They must provide a sturdy, stable vision for the team while remaining highly flexible in how they adapt to storms and changing conditions. This combination builds team resilience.

In a crisis, the instinct is to shout louder and match escalating chaos. True leadership involves 'energetic jujitsu': deliberately slowing down and bringing calmness to the situation. This rare skill is more powerful than simply increasing intensity.

Navigating technological upheaval requires the same crisis management skills as operating in a conflict zone: rapid pivoting, complex scenario planning, and aligning stakeholders (like donors or investors) around a new, high-risk strategy. The core challenges are surprisingly similar.

In a volatile market with unpredictable factors like tariffs and supply chain issues, long-term plans quickly become obsolete. Macy's CEO operates with a "rolling operating forecast" updated weekly, admitting they are on the 27th version for the year, prioritizing real-time data over static, months-old plans.

Effective long-term leadership isn't static; it's an 'accordion' that flexes between deep involvement and granting autonomy. This adaptive approach is key for different company seasons, knowing when to lean into details and when to empower the team to make 'foot fault' mistakes and learn.

In leadership, especially during conflict, you have a choice. You can be a 'thermometer,' merely reacting to the emotional temperature of the room, or a 'thermostat,' actively setting and controlling it. Great leaders intentionally manage the environment, calming panic or creating urgency as needed, rather than mirroring the ambient mood.

Effective leadership isn't about one fixed style. It’s about accurately reading a situation and adapting your approach—whether to be directive, empathetic, or demanding. Great leaders know that leading senior executives requires a different approach than managing new graduates.

CEO declarations of "war mode" are often ineffective rhetoric. True urgency is felt in "hyperaggressive mode," a rare and unnatural state where the entire management team exhibits palpable tension and increased velocity. It's not about talk; it's a smellable, tangible increase in execution speed across all functions.

In volatile times, the instinct is to act decisively and quickly. Brené Brown argues the more effective approach is to pause, assess the situation holistically (like a soccer player controlling the ball), and then make a strategic move. This prevents reactive, scarcity-driven decisions that often backfire.