Leading a small business through uncertain times requires resilience, creativity, and a steady hand. In moments of instability, the right leadership can make all the difference. This article gathers wisdom from experienced business leaders who have successfully guided their companies through challenging periods. Explore actionable strategies to inspire confidence, maintain clear communication, and make decisions that safeguard your business’s future and drive lasting success.
Leading Small Business Through Uncertainty
Leading a small business through uncertainty requires a mix of adaptability, clear communication, and a steady focus on both people and strategy. During challenging times, I prioritized transparency with my team and clients, ensuring everyone understood the situation, our response, and the steps ahead. Open, honest dialog built trust and kept morale high, even in tough moments.
One key action was embracing flexibility—whether in operations, client services, or team structures. We assessed what was essential, streamlined processes, and leaned into innovation, allowing us to pivot when needed without losing sight of our core mission.
Financial prudence also played a role. By closely monitoring cash flow and making strategic adjustments, we stayed resilient without making reactionary decisions that could harm long-term growth. At the same time, I focused on upskilling my team and reinforcing a culture of adaptability, ensuring we were prepared for whatever came next.
For those navigating uncertainty, my advice is to stay people-focused. Your team is your greatest asset. Prioritize their well-being, communicate clearly, and involve them in problem-solving. Adaptability and decisiveness will help you maintain stability, but trust and leadership will carry you forward. And remember, uncertainty isn’t always a setback—it can also be an opportunity to rethink, evolve, and emerge stronger.
Alysha M. Campbell, Founder and CEO, CultureShift HR
Project Positivity and Confidence
In times of uncertainty—whether within a business, industry, or the broader economy—team morale and confidence can suffer if leaders don’t take proactive steps. That’s why I believe it’s crucial for leaders to be positive, empathetic, and project confidence in the organization’s future, even when the business environment is uncertain.
That said, this doesn’t mean deceiving your team or pretending to have more control than you do. It’s okay to admit that you don’t know exactly what the future holds. The key is to convey confidence in your ability to navigate challenges—showing that while you can’t control every external factor, you are in control of how the organization responds.
A strong example of this was during the start of the pandemic. The global economy faced extreme uncertainty, and no one knew what the “new normal” would look like. While I didn’t claim to know the long-term outcome, I kept my team informed about the adjustments we were making and how we were responding to the situation. My goal wasn’t to downplay uncertainty but to reassure my team that we were equipped to handle whatever came our way. This subtle distinction—acknowledging challenges while instilling confidence—has a profound impact on a team’s mindset.
Beyond communication, I also focused on practical leadership actions to maintain stability, such as reassessing priorities, adapting our strategies, and ensuring we stayed agile in response to market changes. I’d recommend that other leaders in similar situations focus on transparency, adaptability, and a forward-thinking mindset.
Ultimately, team members look to leadership for cues on whether to worry. If leadership is frantic, employees will mirror that energy. But if leadership remains positive, solution-oriented, and focused on the bigger picture, the team is more likely to adopt that same resilience in the face of uncertainty.
Matt Erhard, Managing Partner, Summit Search Group
Adaptability and Long-Term Relationships
Leading my company through the 2008 financial crisis was one of the most challenging and defining moments of my career. As an executive recruiting firm that had been in business since 1994, we had weathered market fluctuations before, but nothing on that scale. The hiring market stalled almost overnight, and companies that once relied on us for top talent were freezing positions or cutting back entirely.
The key to navigating that crisis was adaptability and a relentless focus on long-term relationships. Rather than waiting for the market to recover, we proactively shifted our approach. We deepened relationships with clients by offering strategic workforce planning, helping them rethink their talent strategies even when they weren’t actively hiring.
We also broadened our service offerings to include executive coaching and consulting, ensuring we remained valuable even in a downturn. Internally, we prioritized transparency, keeping our team informed about challenges while emphasizing a solutions-driven mindset. Through it all, we never compromised on the quality of our work, which positioned us as a trusted partner when hiring rebounded.
My advice to others facing economic uncertainty?
Stay agile, communicate openly, and look for ways to create value beyond your core services. Resilience isn’t just about survival—it’s about emerging stronger when the market turns.
Jim Hickey, President, Perpetual Talent Solutions
Stay Calm and Communicate Clearly
When we were just starting, there were plenty of moments when things felt uncertain. In freight and logistics, challenges come fast, whether it is economic shifts, changing regulations, or unexpected delays. In those early days, I had to be steady and make sure the team saw that no matter what was happening, we would figure things out. Panic never solves anything. If I had started second-guessing every move, the whole team would have felt it, and that would have made things worse.
Keeping communication open was one of the biggest things that helped us stay stable. I never wanted the team to feel like they were in the dark. If we were dealing with a tough situation, I let them know what was happening, what our options were, and how we planned to move forward. People work better when they understand the bigger picture, and that kind of honesty kept morale strong, even when things were unpredictable.
I also made sure we stayed flexible. There were times when we had to adjust pricing, change routes, or take on different types of shipments just to keep things moving. Some businesses struggle because they refuse to adapt, but I knew we could not afford to be stubborn. If something was not working, we adjusted quickly instead of waiting for things to sort themselves out. That mindset kept us from getting stuck.
For anyone leading a small business through uncertainty, my biggest advice is to stay calm, communicate clearly, and be willing to adjust. It’s easy to overthink and hesitate, but momentum matters. Keep moving, keep looking for solutions, and trust that as long as you keep going, you will find a way through.
Emil Calangi, Chief Executive Officer, Topnatch Freight
Make Tough Decisions Early
I had to make tough decisions when supply chain delays threatened our ability to produce 11,000 branded garments daily. Instead of scrambling for last-minute solutions, I spent $250,000 securing bulk fabric and essential materials months in advance. That decision protected us when competitors faced shortages and rising costs. I also renegotiated contracts with suppliers to lock in fixed pricing for 12 months, preventing sudden budget overruns.
Keeping my team motivated was just as important. I met with every department weekly to update them on challenges, ensuring no one was left in the dark. When production slowed, I gave bonuses to our 15 top-performing employees instead of cutting costs through layoffs. That loyalty paid off—staff retention stayed at 98% while other companies struggled with turnover. Stability came from acting early and treating people right.
Louis Georgiou, Managing Director, Essential Workwear
Focus on Mission and Team
Leading my firm through uncertain times has always been about staying focused on our mission—protecting the rights of injured workers. When challenges arise, whether economic downturns or unexpected crises, I double down on what we do best: delivering results for our clients. That means ensuring my team stays motivated, well-prepared, and fully committed to every case, no matter what’s happening outside our doors.
One of the most important things I’ve learned is that leadership isn’t about reacting—it’s about staying steady. In tough times, clients need confidence, employees need direction, and the firm needs a strong hand at the wheel. I made sure we never compromised on the quality of our work. We adapted when necessary, streamlined operations where we could, and kept communication open with both clients and staff. But we never cut corners, and we never stopped fighting for the people who rely on us.
For others facing uncertainty, my advice is simple: Know your purpose, stick to your values, and keep moving forward. Tough times don’t last, but the way you handle them defines your reputation. If you stay committed to the people who depend on you, your business won’t just survive—it’ll come out stronger.
Christopher J. Gorayeb, Owner, Gorayeb & Associates, P.C.
Prioritize Employee Health and Client Communication
We successfully led our small business through the COVID pandemic. This was a difficult time for any business, and we had the task to not only help our employees but also help our clients navigate the changes. We were an in-person business, but we quickly pivoted and prioritized employee health and sent everyone home. We never went to a hybrid model and did not force employees to come into the office when they felt unsafe.
This was also a time when essential supplies like masks ran scarce. We were able to get hold of some masks and mailed them to our employees so they had something as backup. Prioritizing their health made our employees feel safe and stable, and we were then able to focus on helping our clients.
We focused on what we could control at the time, which was the website and messaging. We reached out to every single client to get updated protocols on how their team would approach the pandemic and how they were taking steps to keep everyone safe. We updated their websites with this message and also included it in marketing. For anyone going through a similar situation, we recommend taking care of your employees and clients. Everything else will fall into place.
Elizabeth Ortiz, Business Development & Operations Manager, Geek Powered Studios
Stay True to Core Values
It was about staying true to our mission while adapting to the unexpected. In a field like emergency restoration, uncertainty is part of the job. Fires, floods, and mold don’t wait for the “right time,” nor can we. The key was maintaining a steady hand, making decisive moves, and keeping my team aligned with our core values: responsiveness, expertise, and trust.
When challenges hit—economic shifts, supply chain disruptions, or sudden spikes in demand—we focused on communication, adaptability, and investment in people. Clear, honest communication with my team kept morale high. They needed to know that no matter what, we were in this together. Adaptability meant refining our operations, finding smarter ways to deploy resources, and ensuring our technicians had cutting-edge tools and training. We didn’t just weather uncertainty—we found ways to come out stronger.
One of my best decisions was doubling down on training and technology. When others cut back, we ensured our team had the latest certifications and equipment to provide top-tier service. That built confidence, both internally and with customers. Trust isn’t given; it’s earned, especially in emergencies. We cemented our reputation by staying available 24/7 and proving we could handle any crisis.
For others navigating uncertainty, my advice is simple: Stay proactive, communicate often, and invest in what truly sets you apart. When the foundation is solid, no storm can shake you.
Eduard Mirzoian, CEO, RESTORERZ – Emergency Services
Adapt and Diversify Strategies
Leading a small business through uncertainty is one of the toughest challenges an entrepreneur can face, and I’ve experienced it firsthand. When one of our sites lost nearly all its traffic in a very short period of time due to a Google update—dropping from over 200,000 visitors/month to just 200—it was an incredibly tough and uncertain time.
Naturally, we panicked. This was after all our main income source at the time. But then we focused on the things that we actually could control: analyzing the update, improving content quality, and diversifying our traffic sources beyond Google. Transparent communication with the team was key, as was maintaining a long-term mindset.
My advice to others facing uncertainty? Stay adaptable, focus on sustainable strategies, and never rely too heavily on a single traffic or revenue source. Resilience and patience are what ultimately bring stability back.
Alexandra Eriksson, Co-founder, Entreprenören.se
Highlight Stability Amid Uncertainty
I am not alone in saying that the pandemic was probably one of the biggest challenges business owners faced globally. Being adaptable was the key to maintaining some semblance of stability in my business during those times. One of my biggest challenges was supply chain disruptions. It required me to double down on inventory planning and sourcing adjustments to make sure that I could have products available.
Additionally, I had to extend beyond Shopify and diversify my product offerings according to changing consumer behavior. I also introduced flexible return policies and leveraged AI-driven customer service tools to help streamline responses and improve the buying experience for my customers. This not only helped me retain customers but also reduced the operational strain of having to rely on manual support.
Brandon Hartman, Founder, Entrepreneur, BeyWarehouse
Manage Cash Flow and Embrace Agility
When faced with uncertainty, a leader’s role is to help their team distinguish between what is uncertain and what is not. Often, employees focus on uncertainty, forgetting that there are always stable and intangible elements to rely on. Regularly highlight these points of stability to reassure and anchor the team.
Here are some concrete actions that I have taken:
- I used coaching techniques, such as questioning, rephrasing, and active listening, to help employees elaborate on their emotions in order to accept them.
- Organized regular moments of sharing and reflection on the changes underway and how to face them collectively.
In times of uncertainty, clear and regular communication is essential, whether it is to stay on course or share news (good or bad).
Duda Bardavid, Co-founder, Drag App
Embrace Change and Launch E-Commerce
I emphasized cash flow management and adopted agility in order to stay stable and growing.
One of the first things I did was to thoroughly review our budget with an eye toward saving cash. I identified areas of discretionary spending where I could cut and made payments that directly benefited our business a priority. Taking this proactive step kept us financially fit without having to compromise on essential resources.
In addition to financial planning, I emphasized creating an open-to-change culture. Small business has a tremendous advantage—it can change rapidly. I encouraged open communication and entrusted power to members of my team to make decisions rapidly based on new trends and customer demands. With this flexibility, we were in a position to pivot on projects and seize new opportunities and make uncertainty a season of strategic growth.
My recommendation to other small business owners is to first tackle cash flow in a bid to survive and then utilize your team’s adaptability to be quick. Balancing both approaches can successfully navigate uncertainty and remain on course.
Peter Bajwa, Director of Technical Development, App-scoop Solutions Inc.
Honesty and Focus on Strengths
During the rise of e-commerce, our small business faced a significant challenge. More customers turned to online shopping for convenience and lower prices, and we began losing our local customer base. We noticed a steady decline in foot traffic as loyal customers switched to digital platforms offering similar services at better prices. I took action by gathering my team for honest discussions about the changes we were experiencing and the tough decisions we had to make.
Recognizing that the shift to online shopping was irreversible, we decided to launch our own e-commerce platform. Our goal was not just to recapture lost business but to open up new opportunities. We built an online system that made it easy for customers to place orders, view our products, and track their deliveries. The transition was challenging, but our efforts quickly paid off. Orders increased, our customer base expanded, and our revenue soared. We reached a wider audience, and our business grew stronger as a result.
I learned that the key to success in uncertain times is to embrace change and adapt quickly. My advice to other business owners is to listen to market trends and be ready to adjust your strategy. Invest in digital solutions while retaining the personal touch that defines your brand. In the end, we not only survived the shift to e-commerce, we thrived and grew our business.
Burhanuddin Mazher, SEO Manager, Yes We Print
Maintain Cash Flow and Client Relationships
During the pandemic, we were fortunate that pest control was included as an essential service and we were allowed to continue operating. That said, there were many uncertainties about how things would turn out and whether we’d stay afloat. I think every small business owner can relate, but cash flow is very important and its disruption can have a significant impact.
One of the most important things I learned during this time is to be honest with your employees from Day 1. Dealing with external problems is difficult enough, but it’s going to be harder if your employees lose confidence in you because they are in the dark.
When it comes to remaining profitable or at least breaking even to keep the business afloat until things improve, we focused on our strengths, which was bed bug remediation, instead of trying to handle every pest issue. This is the service that got us the most inquiries and brought us the highest sales. It’s easy to panic, but focusing on what we do best helped us maintain a steady workflow.
Another thing that worked well for us is maintaining good relationships with our clients. Even when service calls were down, we made an effort to stay on their radar with simple check-ins and letting them know that we’re available if they need help. It wasn’t really about getting sales but keeping the connection to stay top of mind.
Lastly, we became more strategic with our spending. I reviewed every expense and eliminated anything that didn’t directly improve our service to customers. However, I made sure not to compromise on essential items like quality equipment and supplies or staff training.
Allan Bossel, Operations Expert, Bed Bug Exterminator