Leadership in the Storm: How Great Leaders Respond, Not React

Leadership is not tested when things go well; it is tested in adversity. It is forged in moments of uncertainty, crisis, and high pressure. Anyone can lead when the waters are calm. But what defines a leader is how they respond when the storm hits.

The best leaders do not react—they respond. They create environments where ownership is embedded in the culture. They foster resilience, empower teams, and build high-trust environments where people step up, not shrink back.

But how does this happen? What separates leaders who inspire accountability and commitment from those who foster disengagement and dysfunction?

The Meaning of Your Communication Is the Response That You Get

There is a fundamental truth in leadership: The meaning of your communication is the response that you get (Bandler and Grinder, 1975). If a leader sees disengaged, frustrated, or underperforming employees, they must ask themselves: What environment have I created?

This is where observation becomes a leadership superpower. A leader must step back and ask:

• Do I see ownership or avoidance?
• Do I see energy or resignation?
• Do I see enthusiasm or indifference?

The true measure of leadership is not what the leader does—it is what the team does. When you observe laughter, engagement, problem-solving, efficiency, and commitment to delivering value, you know you have created the right culture. If you do not see these things, the issue is not with your team—it is with your leadership.

Turning the Ship Around: Leadership as an Environment

David Marquet’s experience in Turn the Ship Around! (2013) illustrates this point perfectly. When Marquet took command of the USS Santa Fe, it was one of the worst-performing submarines in the US Navy. Instead of imposing control and giving orders, he reversed the traditional leadership model. He empowered his officers and crew to make decisions and take ownership. His belief was simple but radical: Great leaders do not create followers; they create leaders.

Marquet abandoned command-and-control leadership in favour of a leader-leader model. The result? Santa Fe became one of the highest-performing submarines in the fleet. The lesson is clear—leaders do not need all the answers. They need to create an environment where their teams take responsibility, think critically, and lead.

Extreme Ownership: No Excuses, No Blame

Jocko Willink and Leif Babin reinforce this concept in Extreme Ownership (2015). Their core principle is that leaders take full responsibility for everything in their teams—there are no excuses, no blame, and no shifting accountability. When things go wrong, weak leaders point fingers. Strong leaders ask, What could I have done differently?

Willink and Babin argue that true leadership is about ownership at every level. Leaders who embrace this mindset build teams that do the same. The moment a leader allows blame to creep in, they weaken accountability. The moment they model ownership, they cultivate a culture of problem-solving and action.

The Five Dysfunctions of a Team: Breaking the Cycle of Disengagement

Patrick Lencioni’s The Five Dysfunctions of a Team (2002) provides a framework for diagnosing why teams fail. At the root of dysfunctional teams is a lack of trust—the foundation on which everything else is built. Without trust, people withhold information, avoid difficult conversations, and protect themselves rather than engage fully.

Lencioni identifies five dysfunctions that leaders must resolve:

1. Absence of Trust – If people do not feel safe to be vulnerable, they will not engage fully.
2. Fear of Conflict – Without trust, teams avoid productive debate, leading to artificial harmony and unresolved issues.
3. Lack of Commitment – When people are not part of honest discussions, they disengage and fail to commit.
4. Avoidance of Accountability – Without commitment, people hesitate to hold each other accountable.
5. Inattention to Results – When teams do not own accountability, results suffer.

Strong leadership is about building trust, embracing constructive conflict, creating commitment, instilling accountability, and driving results.

Psychological Safety: The Foundation of Effective Leadership

Amy Edmondson (1999) introduced the concept of psychological safety—a climate in which employees feel safe to take risks, voice ideas, and admit mistakes. Psychological safety is essential for learning and innovation. Leaders who foster psychological safety create teams that are more adaptable, engaged, and high-performing (Edmondson, 2019).

Google’s Project Aristotle (Duhigg, 2016) further reinforced this idea, showing that psychological safety was the key differentiator between successful and struggling teams. Leaders who prioritise openness, support, and constructive feedback build environments where people thrive.

From Reaction to Response: The Power of Feedback and Observation

The difference between reacting and responding is awareness. Reaction is immediate, emotional, and often defensive. Response is thoughtful, measured, and strategic.

Strong leaders master the art of observation and feedback. They do not assume alignment—they check for it. They listen to the pulse of their teams daily, not just in performance reviews. They understand that feedback is not criticism—it is alignment.

A feedback-rich culture accelerates learning, strengthens trust, and drives continuous improvement. Great leaders model this by seeking feedback as much as they give it. They ask, How can I lead you better? and What do you need from me?

Evolving as a Leader: The Question Every Leader Must Ask

If leadership is about creating the right environment, then the most powerful question any leader can ask is: What do I see in my people?

Do you see engagement, ownership, and accountability? If so, you are leading effectively.

Or do you see hesitation, disengagement, and avoidance? If so, the problem is not your team—it is your leadership.

Leadership is not about having all the answers. It is about asking the right questions. It is not about control. It is about creating the conditions for success.

The best leaders cultivate leadership in others. They take full ownership of every challenge, empower their teams, and respond with clarity and intention.

So, the question remains: Are you reacting, or are you responding?

References

Bandler, R., and Grinder, J. (1975) The Structure of Magic. Palo Alto: Science and Behavior Books.

Duhigg, C. (2016) Smarter Faster Better: The Secrets of Being Productive in Life and Business. New York: Random House.

Edmondson, A. (1999) 'Psychological Safety and Learning Behavior in Work Teams', Administrative Science Quarterly, 44(2), pp. 350-383.

Edmondson, A. (2019) The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. New Jersey: Wiley.

Lencioni, P. (2002) The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass.

Marquet, D. (2013) Turn the Ship Around!: A True Story of Turning Followers into Leaders. New York: Portfolio.

Willink, J. and Babin, L. (2015) Extreme Ownership: How U.S. Navy SEALs Lead and Win. New York: St. Martin’s Press.