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In unpredictable economic environments, managers have to make critical decisions that impact short-term survival and long-term success. From global crises to industry downturns, how leaders respond determines whether their organizations emerge stronger or struggle to recover.
Dr. D Sangeeta, a former executive at GE Aviation, Nielsen, Amazon, and founder of Gotara, has led teams through many significant disruptions, including 9/11 and the COVID-19 pandemic. Her approach stresses a balance between immediate problem-solving and future-focused strategies.
It’s all too easy to jump on the latest “urgent” issue as if every challenge demands immediate action. But, not all situations carry the same weight. When a plane crashes, the FAA along with engineers from aircraft and engine manufacturers are mobilized without hesitation, because the stakes are undeniably high. In business, discerning between genuine emergencies and situations that allow for thoughtful analysis is crucial. Recognizing this difference enables leaders to prioritize actions effectively — addressing crises with the necessary speed while also carving out time for strategic, long-term initiatives.
Managers can apply these same principles to navigate uncertainty and sustain business growth.
Balancing short-term crisis management with long-term growth
When 9/11 disrupted the aviation industry, many companies faced immediate financial pressure. Air travel plummeted, revenue declined, and the reaction, often, was layoffs. However, Dr. Sangeeta and her team at GE Aviation took a different approach.
“You can’t just fire the whole workforce,” she explained. “You have to think tactically, but you also have to think long-term.”
Rather than cutting essential investments, GE Aviation focused on innovation, ensuring that when the market rebounded, they were positioned for growth. This strategy paid off, as the company emerged stronger when demand returned.
Try to resist reactionary measures. While cost-cutting may be necessary in a downturn, halting all forward-looking initiatives can weaken an organization’s ability to recover. Instead, leaders should identify which investments — such as technology, talent, or customer relationships — will provide the most value in the long run.
People-first leadership in times of uncertainty
Crisis often exposes weak points in leadership. Managers who focus only on immediate financial concerns may neglect their most valuable asset: their team. When Dr. Sangeeta joined Nielsen to lead its struggling data science division, she found a team under constant pressure, working long hours without recognition. Rather than immediately overhauling processes, she prioritized the well-being and development of her employees.
She launched a leadership program designed to foster innovation and risk-taking. The result? Innovation output increased by 500%, and the team expanded from 250 to 1,000 employees.
Engaged and supported employees perform better, even during difficult times. When organizations invest in leadership development and career growth, teams become more adaptable and committed to the company’s success.
Making smarter decisions under pressure
Effective decision-making in a crisis requires a balance between urgency and strategic thinking. One mistake many managers make is treating every issue as an emergency, leading to burnout and short-sighted solutions.
At Nielsen, Dr. Sangeeta once intervened when her data science team was overloaded with weekend work. She questioned whether a critical deadline was truly non-negotiable and successfully pushed it back, giving the team much-needed relief.
While some crises require immediate action, others benefit from a pause. Managers should ask:
- Is this truly urgent, or is it just high-pressure?
- What are the potential long-term consequences of our response?
- Can we address the root problem rather than just the symptoms?
By stepping back and evaluating priorities, leaders can make decisions that serve both their teams and their organizations better. In fact, sometimes moving a bit slower at the start allows the entire effort to gain momentum. Taking the time to fully understand the problem and its potential impact lays the foundation for a more rapid and effective execution later on. It’s similar to the idea that if you had an hour to solve a problem, you might spend most of that time clarifying the challenge before quickly arriving at a solution. This deliberate approach may seem counterintuitive, but it ultimately accelerates progress by ensuring every decision is well-informed.
Innovation as a competitive advantage
Challenging times often spark the most significant innovation. Economic downturns force companies to rethink outdated processes, explore new markets, and find creative solutions.
Dr. Sangeeta and her team launched Gotara, a global platform driving business impact and leadership growth in technical organizations, at the start of the COVID-19 pandemic — a time when many businesses were shutting down. Rather than pulling back, they focused on developing new programs and competitive advantages, ensuring they would be positioned for success once the market stabilized.
For managers, this underscores the importance of fostering a culture of innovation, even in uncertain times. Encouraging teams to think creatively and experiment with new approaches can turn short-term challenges into long-term gains.
Building a resilient future
No company can predict the next crisis, but managers can take steps to prepare their teams and organizations for resilience. Instead of reacting to market swings with extreme measures, leaders should focus on steady, strategic decision-making.
“Focusing on talent is one of the most important things one can do during a crisis,” Dr. Sangeeta emphasized. “If you keep your team together, you will succeed through any tough situation.”
By balancing short-term stability with long-term investments, prioritizing employees, and embracing innovation, managers can navigate change with confidence — ensuring their businesses are not only surviving but positioned to thrive in the future.
