Leadership in Crisis: Hope is Not a Strategy

Lately, Canada has been spending a lot of time bracing for impact, caught in the gravitational pull of America's turbulence. I have heard a few folks talk about “coping”, as if endurance is a strategy, as if waiting out uncertainty will somehow lead to stability. But in moments like these, leadership isn’t about weathering the storm - it’s about cutting through it.

Hope is not a strategy. A plan is.

I’ve always believed that words matter. A well-timed conversation, an encouraging message, even a single thoughtful sentence can shift someone’s perspective. But when everything is uncertain - when people are anxious, lost, or overwhelmed - words alone are not enough. Leadership in crisis demands more than motivation. It demands direction.

I’ve seen this play out in so many ways. In my work with social impact organizations, in community initiatives, in entrepreneurship, in mentoring young leaders - whenever people are navigating uncertainty, the difference between those who push through and those who flounder often comes down to leadership.

Not just leadership in title, but leadership in action.

The worst thing a leader can do in a crisis is rely on speeches and empty reassurances. I’ve sat in rooms where well-meaning leaders delivered inspiring messages, hoping to lift spirits. And I’ve watched as those messages fell flat - not because they weren’t powerful, but because they weren’t practical. People don’t just want to feel better; they want to know what happens next. They want clarity, even if the truth is uncomfortable.

Good leadership in crisis isn’t about having all the answers. It’s about making things visible. It’s about cutting through the noise and giving people something concrete to hold on to. I’ve learned this lesson myself, sometimes the hard way. Early in my career, I thought my role was to keep morale high, to make people believe things would be okay. But I realized that morale isn’t built on words - it’s built on action. When people see a way forward, even a small one, they start to believe again.

The best leaders I’ve worked with do three things well. First, they acknowledge reality. No sugarcoating, no vague optimism - just an honest assessment of where things stand. People respect truth more than false hope. Second, they simplify complexity. When the world feels chaotic, clarity is a gift. And third, they provide tangible next steps. Even if the full solution isn’t clear yet, a good leader can break the problem down into manageable actions.

This applies everywhere. In business, in community work, in personal relationships. I’ve seen organizations struggle because their leaders spent too much time on messaging and not enough time on action. I’ve seen people break down under stress because those around them offered encouragement but no real support. And I’ve seen the difference it makes when someone steps up - not with grand speeches, but with a plan.

Because leadership in crisis isn’t about offering comfort; it’s about creating clarity. People don’t need vague optimism - they need something to hold on to. A way forward, even a small one. The real test of leadership isn’t how well you inspire in times of certainty - it’s how well you act in times of chaos.

As I mentioned above.

Hope is not a strategy. A plan is.