Today’s leaders are finding it difficult to navigate a chaotic world. The rules have changed, and your reaction—withdrawal—is a natural psychological response to pressure. But it is also a response that brings major disadvantages for any organization.
Instead, leaders need to understand why they are holding back and then take steps to break that cycle.
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8 ways to regain the ability to act
Leaders can begin to introduce ways to restore agency across the organization. Here are eight moves to combat the downturn.
- Redraw the map
The first step is to be explicit about the collapse of a given order and then erect a new structure and narrative that captures the realities of the new order. Most organizations are prepared to repeat and improve what has worked in the past. This “autopilot” needs to be redirected, and old assumptions about what works and what is right will have to be abandoned, however valued they may be.
2. Normalize volatility
Developmental psychology shows how important it is, in the role of parent, to signal to the child that, whatever happens, it does not mean a total collapse of the family. Use every possible opportunity to frame changes as one-off, proportionate, and manageable events in order to combat catastrophic thinking and unfounded hopelessness.
3. Create support points
Points of support can take many forms: presence, hope, stability, trust, community. Share what helps you stay centered, confident, and resourceful.
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4. Develop the ability to deal with uncertainty in others
As mentioned earlier, when the tide turns, most people long — and hope — for a return to normal. This is a natural emotional response, but it can easily serve as an excuse to delay decisions or resist change. Make it clear which changes are here to stay, which past privileges have been lost, and which forces are beyond your control.
5. Act together instead of just delegating
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Leaders have learned that distributing responsibilities and autonomy motivates and accelerates execution. When the downturn approaches, this can be counterproductive and become more of a burden. By pushing ambiguity down, leaders alleviate their own anxiety at the team’s expense.
So think differently about autonomy: it’s not enough to delegate and move on. Be present, get closer to the teams, participate in problem solving, remind them that the uncertainties and risks inherent to the situation are shared, not just those of employees.
6. Break patterns
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As leaders, we tend to listen to people with more experience and proven track records, people we know and trust, and we turn to solutions that feel familiar and tested. Instead, listen to new, original voices and follow less obvious paths.
7. Lighten up
Under constant threat, leaders trade agency for control. The rules become stricter. Discipline increases. The structure multiplies. Control gives the feeling of mastery. It does not give. It suppresses curiosity, stifles spontaneity, and drains vitality.
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8. Monitor habits
Pay attention to signs that your mindset and behaviors are changing.
Withdrawal is not a leadership failure — it’s a sign that you may be doubting your ability to shape your organization’s future and secure your place in it.
But the solution is not to press harder or follow the rules of the old game. At a time when the future seems less controllable, leadership is no longer limited to seeking certainty and building stability.
c.2026 Harvard Business School Publishing Corp. Distribuído por New York Times Licensing
