Diane sat back in her chair, eyes fixed on the chart climbing and dipping like a roller coaster, humming the tune to Cherry Bomb while the numbers give her an uncertain feeling that was visceral.
“Every week it’s something new,” she said. “Markets shifting, customer confidence dropping, and the board asking what I plan to do about it.”
Jack nodded. “So what’s your plan?”
“I’m thinking about tightening controls — more reports, more updates, more meetings. At least it’ll feel like we’re doing something.”
Jack smiled and grimaced, somehow at the same time. “Activity feels like progress. But in chaos, it usually isn’t.”
He paused. “What your team needs isn’t more movement, and certainly not more reports and meetings. It’s your calm. They need to see that uncertainty doesn’t rattle you. That you’re focused on what still matters.”
Diane leaned forward. “You mean stop reacting?”
“Exactly. Slow down enough to think clearly. Anchor the team around what’s not changing. Your purpose, your priorities, your standards. That’s where stability starts.”
That afternoon, Diane canceled half her standing meetings. There was much rejoicing.
Instead, she sent one message to her leaders: We’re not chasing the noise this week. We’re doubling down on what we control.
And for the first time in weeks, the team’s pace — and pulse — settled.
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