Steve Adubato’s Lessons in Leadership: Leading in Challenging Times

By Steve Adubato, PhD On Mar 19, 2026

In a very special “Discovery and Innovation in NJ” edition of Lessons in Leadership, Steve Adubato is joined by Dr. Thierry E. Klein, President, Bell Labs Solutions Research at Nokia, who talks about the impact of their collaboration with the HELIX in New Brunswick. Then, Steve and Mary Gamba talk with Marlon Smith, International Keynote Speaker and Author, “Living with Purpose,” about the keys to living a more intentional and purposeful life.

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As leaders, we are constantly faced with challenges, obstacles, and difficult situations that can make us question our ability to move the organization forward. Whether it’s a deal that falls through, an unexpected dip in revenue, or a loss of a major client, we are left feeling less than confident. When this happens, we can often go down a rabbit hole of doubt.

It is easy to tell ourselves to see the glass as half full. We have read enough books that remind us that every challenge is an opportunity. But in real time, when the pressure is on, it’s one thing to know what is expected of you as a leader. It is quite another to actually live it. Staying focused on the long-term goal when things get rough takes intention and discipline. It also involves being self-aware of how your actions and emotions are impacting those around you.

Consider the following when it comes to leading in uncertain times:

• Pause. This simple act creates space to organize your thoughts. It allows you to separate your immediate, often visceral reaction from a more thoughtful response. Taking a breath, calling a trusted advisor, or even tabling an issue for a day or two can help you regulate your emotions before making key decisions. Clarity almost always improves when you give yourself time to think.
• Focus on what you can control. You may not be able to control market forces, shifting regulations, or lost contracts, but you do have the ability to control priorities, effort, culture and your reaction to what has happened. As the leader of your organization, your team will look to you to set the example of how they should respond when things get tough. The goal is to anchor your team and redirect energy toward action. Small, focused wins rebuild momentum and will help to restore confidence.
• Avoid spiral thinking. Don’t spend excessive time replaying what went wrong or what you could have done differently. Sometimes a lost client or failed deal simply wasn’t the right fit. Reflect briefly to learn the lesson, then pivot. Gather input, adjust as needed, and move forward. When we repeatedly replay negative scripts in our minds, we lose sight of the path ahead. Accept what happened — and channel your energy into constructive next steps. The longer you stay stuck in rumination, the harder it becomes to make clear, confident decisions.
• Think relationships. Don’t wait for uncertainty to think about fostering relationships. Creating a culture that is built upon helping those around us is essential. Especially during volatility and challenging times, people will remember how they were treated, the conversations they had with you, and how you made them feel. By leaning into empathy, accessibility, and active listening, you send a message that you are there for those around you. This way, when you are faced with a difficult situation, those same people will be there for you.
• Focus on wellness. As they say when traveling on an airplane, put on your oxygen mask before helping others. If you are exhausted and running on fumes, you will be of little to no use to your team. You are also sending a message to your team that you care more about the bottom line of the organization than you do about wellness. Sustainable leadership requires personal resilience, so take time to mentally and physically slow down, recharge, and continually communicate to your team that you expect the same from them. When leaders burn out, the organization suffers.