As businesses brace for continued market turbulence—driven by inflation, interest rates, and global tariffs—leadership under pressure has never been more vital. During the latest episode of The Small Business Show, award-winning business strategist Meridith Elliott Powell offers a practical roadmap for leading through uncertainty while protecting profitability and retaining talent.
First, Powell acknowledges the emotional toll uncertainty takes on leadership, emphasizing that even CEOs are navigating their own fears. She noted that strong leadership in chaotic times begins with a clear vision. Leaders must be transparent about what they know—and what they don’t—while maintaining confidence and direction for the team.
She explained that one of the biggest risks organizations face right now is losing talent. Employees who feel left in the dark or unsure of the company’s future may start looking elsewhere. To counteract that, Powell encouraged leaders to over-communicate and actively involve team members in contingency planning. Giving employees a voice in decisions—such as how to respond if tariffs rise or supply chains falter—helps restore a sense of control and encourages engagement.
To safeguard profits in a volatile cost environment, Powell recommended doubling down on sales efforts and expanding the sales pipeline, as decision-making slows across the board. She also advised leaders to invite employees into discussions about improving productivity and cutting costs.
She cited an example from Starbucks: an employee, not a senior leader, came up with the now-iconic idea of writing customer names on cups. Powell emphasized that innovative ideas often emerge from the front lines, and leaders who empower their teams are more likely to discover valuable operational insights.
Additionally, Powell reminds viewers that many enduring companies were built during historic crises. She referenced at least nine companies that have lasted over 250 years, surviving world wars, depressions, and pandemics. According to Powell, businesses that lean into uncertainty can come out stronger by building efficiency, lowering overhead, and forging stronger customer relationships.
When asked how leaders should approach external communications, Powell stressed listening to customer complaints as a gateway to growth. She suggested that organizations use customer frustration to spot market gaps, much like Uber did with the taxi industry. Additionally, she recommended that businesses reassure customers by showing they have a plan and framing the relationship as a partnership: “We’re going to get through this together.”
"I passionately believe that uncertainty can be your greatest opportunity to grow your business if you lead your team through it." – Meridith Elliott Powell
