Leading during uncertainty or rapid change
- Jun 7
- 3 min read
By Shashank Shalabh
Both uncertainty and change are part of life. And business is no exception.
In my career as a Chief Marketing Officer and lifelong entrepreneur, I have found myself in such difficult situations time and again.
And while I have tried the so-called mantras prescribed by my many gurus to handle such difficult times, what I have found most useful is keeping inner calm.
I am a firm believer in inner peace. What I have realized is external processes and frameworks work only to a degree. But when you combine inner peace with systems and frameworks, the result is no short of amazing.
From a psychological perspective, human beings go into a crisis mode whenever we face fear, which is another term for uncertainty. And the default response is to run and protect.
The first thing I do when I am in such a situation is to stay calm, observe, and try to analyze rationally. The goal here is to not let the situation and fear cloud my mind. I want to be able to think clearly. I want to preserve and protect clarity of thoughts.
This helps me choose instead of react. My decision-making relies on truth, priorities, and speed. I explore what’s happening versus what I fear might happen. In the business context, I create safe channels where teams can share bad news early.
Second, I prioritize ruthlessly. In times of change, not everything can move forward at the same pace. I identify the few initiatives that truly drive value. For example, customer retention, revenue brand trust. I ensure we focus resources there. And finally, I am intentional about speed.Both delayed decisions and rushed decisions are dangerous. I try to create a balance.
Decision-making under pressure
I use a three-part process that involves planning, stress-testing, and success metrics.
I like to think things through in simple, practical terms. I map out the best case, worst case, and most likely outcome. This helps me stay grounded instead of getting carried away by fear or optimism.
I also try to pressure-test decisions by asking, “If this fails, why would it fail?” That usually surfaces blind spots early. And before moving forward, I make sure we’re clear on what success actually looks like.
This way, we’re making decisions based on outcomes, not just opinions or instincts.
Let me also throw light on the human-side of all this.
In uncertain times, people look to leaders for both answers and emotional support.
If I’m anxious, that energy spreads quickly. However, if I stay steady, it helps everyone else steady themselves too.
That’s why I focus a lot on communication. I keep it frequent, honest, and grounded in context. I don’t pretend to have all the answers, but I make sure the team understands where we’re headed, why we’re making certain choices, and what comes next. When people have that clarity, there’s less second-guessing and more trust.
Maintaining stability while scaling
Growth is awesome. But it also brings a level of complexity.
I believe in leveraging repeatable processes (that I have built and honed during my 22 year career). At the same time, I am not inflexible or rigid about customizing my systems/frameworks to the specific situation.
I firmly believe that stability is about having a strong core that allows for flexibility.
If you have followed my writing, you will realize I am a big proponent of Culture.
When teams understand the “why” behind decisions, they can adapt the “how” without constant oversight. This decentralization is essential for scaling without losing coherence.
Finally, I maintain a long-term perspective. I continuously ask: “Will this decision matter after a year?”
This helps filter urgency from importance and ensures that scaling efforts remain aligned with the broader vision.
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