{"id":37178,"date":"2026-04-03T15:11:53","date_gmt":"2026-04-03T13:11:53","guid":{"rendered":"https:\/\/www.ihrcoachinginstitut.de\/?p=37178"},"modified":"2026-09-12T15:51:31","modified_gmt":"2026-09-12T13:51:31","slug":"leading-under-economic-pressure-how-to-make-clear-decisions-in-uncertain-times","status":"publish","type":"post","link":"https:\/\/www.ihrcoachinginstitut.de\/en\/fuehren-unter-wirtschaftlichem-druck-wie-sie-in-unsicheren-zeiten-klare-entscheidungen-treffen\/","title":{"rendered":"Leading under economic pressure \u2013 How to make clear decisions in uncertain times"},"content":{"rendered":"
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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The once frequently cited VUCA world has now been superseded by the BANI model (Brittle, Anxious, Non-linear, Incomprehensible), which describes an even more unpredictable, fragile, and non-linear economic reality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.<\/p>\n\n\n

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When external uncertainty becomes internal pressure<\/h2>\n\n\n\n

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 \u2013 especially those in the so-called sandwich position of middle management \u2013 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<\/strong>, 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<\/strong> can (Scheffler, 2026).<\/p>\n\n\n\n

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Constant transformation presents a real challenge. We turn your distress into success.<\/figcaption><\/figure>\n\n\n\n

The real challenge: making decisions under uncertainty<\/h2>\n\n\n\n

When external parameters become unpredictable, teams instinctively seek guidance from their leaders. Crises are typically so-called "wicked problems"\u2014complex 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? <\/strong>Then you should delve deeper into the following topic. Ihr Coaching Institut is an ideal place to get inspiration and support before an escalation \u2013 exclusively from experienced CEOs, DAX consultants, etc.<\/p>\n\n\n\n

What characterizes good leadership in uncertain times<\/h2>\n\n\n\n
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Arrange a free initial consultation<\/p>\n

Head office: +49 69 7880 7771<\/p>\n

Executive Line: +49 174 1614 254<\/p>\n

Book an appointment online<\/a><\/p>\n<\/div>\n\n\n\n

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):<\/p>\n\n\n

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<\/g><\/g> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/path> <\/g> <\/g> <\/g><\/svg><\/span>Trust through transparency and empathy<\/strong><\/span><\/p>\n\n\n\n