The current economic situation is posing unprecedented challenges for businesses. Rising energy and raw material prices, persistent inflation, and geopolitical upheavals are shaping the daily lives of CEOs and decision-makers. Not only are fuel prices skyrocketing, but your business decisions are also being significantly impacted.
The once frequently cited VUCA world has now been superseded by the BANI model (Brittle, Anxious, Non-linear, Incomprehensible), which describes an even more unpredictable, fragile, and non-linear economic reality (Pinkl, 2022). For companies, this means specifically that predictability is giving way to the constant need for adaptation. This macroeconomic thesis can be broken down to the company level: Economic pressure is no longer reflected solely in balance sheets and losses, but manifests itself primarily in day-to-day management.
When external uncertainty becomes internal pressure
Does this sound familiar? For many decision-makers, economic headwinds translate directly into immense pressure to make decisions and a high level of emotional strain. In practice, it turns out that managers – especially those in the so-called sandwich position of middle management – are exposed to intense pressure regarding deadlines, success, and time, which often leads to deep emotional and cognitive conflicts of conscience (DGUV, 2014).
This ongoing distress, Chronic stress, which jeopardizes well-being, arises primarily when extremely high external demands meet limited scope for action and control. Often, managers silently compensate for these stress symptoms over a long period, drastically increasing the risk of chronicity and ultimately leading to... jeopardizes the resilience of the entire team can (Scheffler, 2026).
The real challenge: making decisions under uncertainty
When external parameters become unpredictable, teams instinctively seek guidance from their leaders. Crises are typically so-called "wicked problems"—complex and poorly defined problems without a simple, standard solution, which are constantly changing and place contradictory demands on those involved (ZOES, 2022).
Typical errors in such phases often result from sheer overload. Under high stress and intense time pressure, decision-makers tend to develop cognitive distortions: dangerous "linear planning" occurs without considering long-term and side effects, information gathering is prematurely terminated, and complex issues are unduly simplified (ibid.).
Instead of acting strategically and with foresight, many managers then fall into a reactive postponement of decisions or become paralyzed by the multitude of options. Have you read this far and can you understand this challenge? Then you should delve deeper into the following topic. Ihr Coaching Institut is an ideal place to get inspiration and support before an escalation – exclusively from experienced CEOs, DAX consultants, etc.
What characterizes good leadership in uncertain times
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Modern leadership research impressively demonstrates that in uncertain times, a pure focus on task completion and efficiency is insufficient. Instead, authentic and relationship-oriented leadership moves to the forefront (Felkl, 2026):
Trust through transparency and empathy
- Open communication provides orientation
- Active listening strengthens relationships.
- Consequence: More motivation, resilience and team cohesion
Actively guide decisions
- Don't postpone decisions
- Weigh the options in a structured way
- Consequence: More speed and safety in action
Reliable communication
- Stay informed regularly
- Stay clear and present
- Consequence: Stability and trust within the team
Clarity despite uncertainty
- Clearly prioritize
- Making complexity understandable
- Consequence: The team remains capable of acting and focused.
The often underestimated factor: Mental strength and self-leadership
Today, expertise and methodological brilliance alone are no longer enough to navigate a company safely through economic storms. The often underestimated success factor is the mental strength of the leader.
There is an inseparable connection between the inner clarity of a leader and their external effectiveness. Only those who can manage themselves well, protect their resources, and understand the subtle difference between stimulating, focused eustress and harmful distress can effectively and healthily guide others. Healthy and conscious self-management by the leader serves their employees asdirect role model function and inspires them to also behave in a resilient and health-promoting manner (DGUV, 2014).
Why coaching is becoming relevant right now
Professional support formats come into play precisely at this point of internal alignment, role clarification and complexity reduction. Scientific studies show that coaching is an extremely effective format for acute stress prevention. for managers, as it helps to reflect on one's own experience of stress, to develop functional coping strategies and to stabilize well-being (Scheffler, 2026).
Would you like to benefit from the use of coaching in your company?
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Coaching serves as an indispensable space for reflection, enabling decision-makers to adopt an analytical perspective, overcome mental blocks in decision-making, and professionally manage high pressure. www.ihrcoachinginstitut.de We provide practical, peer-to-peer support to help you identify and strategically expand your individual options for action during crises. A structured, external perspective is crucial in making a complex reality manageable again.
Conclusion: Leadership is particularly evident under pressure
Economic crises and periods of uncertainty ultimately always present intense leadership challenges. The current situation demands a great deal from CEOs and decision-makers, but it also offers a valuable opportunity for the entire organization to grow through increased resilience, clear communication, and reflective self-management. It is this inner strength and sound decision-making competence that allows companies to navigate safely through turbulent waters.
Especially in challenging times, consciously take the time for reflection and personal development – because clear, guiding decisions in the outside world always begin with unwavering clarity within.
Clear leadership does not begin externally, but in one's inner attitude.
Uncertainty is unavoidable – but it can be managed with confidence.
Pressure doesn't determine success – it's how you deal with it.
Bibliography
- German Social Accident Insurance (DGUV; 2014). Specialist concept for leadership and mental health.
- Felkl, P. (2026). „CARE For Your People” A coaching program to promote relationship-oriented and authentic leadership skills. Counseling Impulse, 14. BVPPT eV Professional Association for Counseling, Education & Psychotherapy (ed.).
- Pinkl, Claudia. (2022). Where are you?: On (un)fulfilled basic needs in the VUCA and BANI world. Taking responsibility for schools | leadership culture_innovation_autonomy. DOI:10.53349/sv.2022.i4.a269
- Scheffler, C. (2026). Coaching as a format for stress prevention in managers: effectiveness, limitations and perspectives. Counseling Impulse, 14. BVPPT eV Professional Association for Counseling, Education & Psychotherapy (ed.).
- Future Forum Public Security (ZOES; 2022). GREEN BOOK Situational Awareness: Interdisciplinary situational awareness in real time.
Read also: Coaching costs & fee, Attitude in coaching, Coaching basics
FAQ
Tim S. Tabrizi is the founder and executive coach of the Ihr Coaching Institute in Frankfurt am Main. As a certified executive coach (ICF, DBVC) with over 20 years of experience, he combines evidence-based coaching methods with strategic business consulting. LinkedIn profile → | Author page →
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