6 steps that helped me in three global crises

In 2000, I was the head of Mexico’s first Fentic, the Finzas Web. A company is so modern that when the bubble of the.com is bursting, we avoid the collapse of the market because we had a capital reserves and a clear implementation.

In 2008, tremendous recession was affected, and I was in the eyes of a hurricane that had a business that specialized in mortgages for the Spanish market. When the bank cut off our debt overnight, I lost the company and million left with 1 million personal debt.

Third time attention, okay? In 2020, between Covid, my current company, Growth Institute, Was ready We doubled the revenue and made a list of 5000 for the third consecutive year. We turned out to be stronger than ever.

One CEO. One world. Different results.

So, what change? Improved system, deep awareness and a discipline mentality.

Related: Fear can keep us behind – but it can move us forward. This is the way to convert fear into fuel.

Step 1: Name the fear

The first step in management of fear is to name it. Psychologists Justin Melano and Dan Cardaro emphasize that high-performing businessmen do not deny fear-they study it. When fear arises, press it. Ask: What is fear? Where do I feel it in my body? Is its root in a real risk or can the future never happen?

Anxiety is often born of mental loop rather than solid facts. For example: “What would happen if we finish cash?” Or “What will happen if the product fails?” These fears tighten your thinking, which reduces your ability to solve the problem. When you label a fear, you claim power over it.

Step 2: Shift the lens

Fear indicates potential damage. But if this is pointing to the opportunity, what will happen?

Milano and Cardaro present three common fears minds:

• Scarfers: Believing is never enough.
• Hate: To counter the truth as it is.
• Disasters: Feeling inadequate.

When you “What can I lose?” When you are shift. “What can I get?” You control the back.

Related: 3 steps to overcome the fear of uncertainty and daily stress

Step 3: Create the system before the storm

Jim Collins developed the term return on fate, describing it as a ability to convert unexpected events – good or bad – into a skulling speed. And here is the key insight: Successful and unsuccessful companies get the same luck. The difference is what they do with it.

How to extend your return on luck:

• Keep Warning: Opportunities rarely look like opportunities.
• Work with discipline: minimize emotions. Rely on data and strategies.
• Learn Fasting: Every crisis brings lessons. Are you listening?
• Be permanent: Do not change the course with each air. Discipline liberates you.

Roll allowed my companies to fall or scale in terms of our preparations. So ask yourself:

• Do we have any system for cash flow management?
• Do we have KPIs that we oversee weekly?
• Can our team hang without micro management?

Fate is unexpected – but you don’t answer. Adoption of discipline can turn uncertainty into development and lasting success. The train before the chaos comes.

Step 4: Tighten your execution subjects

At uncertainty, operational discipline becomes your protective trap. Think of your business as a car. Without a dashboard – clean PI, preferences and communication rhythm – you are blind.

Return to basic things:

• Explain your top priorities.
• Keep daily and weekly hoods to maintain alignment.
• Make your measurement visible and permanently review.

Beyond mechanics, strengthen your company’s strategy and values ​​at each meeting. Be the vocal. Be repeated. Leadership means becoming a permanent messenger of your vision.

And just don’t trust your intestines. Use data. In uncertain markets, ignorance can be misleading. Be vigilant about the trends, be benchmarking your performance, and fix the course soon.

Finally, empower your team. Give a clear direction, then retreat. The confidence in cheat, विकेंद्रीकृत is from implementation, not from micro management.

Related: to guide with transparency at the time of uncertainty

Step 5. Lead with transparency and strategies

In crisis, communication becomes your most powerful tool. This is not enough to get a strategy. You have to communicate it clearly and permanently.

This means:

• To describe your vision in simple, repetitive terms
• Listen to his team’s concerns without a decision
• Stay transparent during harsh calls

Leadership is not about having all the answers but is showing a way forward.

Step 6: Talk like Pro

During economic instability, one of the most neglected levers is your supplier relationship. Although most CEOs are rush to reduce headouts or stopping marketing, smartly call their shopkeepers.

Consider this approach:

“Like you, we are feeling pressure. Let’s look at our contract and look for a win.”

You may be surprised how flexible suppliers become when the relationship is strong. Here are the quick wins to discover:

• Terms of expansion payment
• The least promises
• Pricing for more extended periods

Active negotiations are not a threat at the time of uncertainty. This is a strategic leadership.

You can’t eliminate fear, but you can guide it through

When your scale does not end. It is ready. However, your strategy and flexibility may also be. The best businessmen do not wait for the work of trust. They play their way in confidence.

As someone who has experienced three major crises and on the other hand, my suggestion is: Do not try to relieve fear. Make it your ally.