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Message A LEADERSHIP IN TOUGH TIMES PUBLICATION ISSUE 1, May 2025OUR PREMIER ISSUE!ARE YOU PREPARED?LEADERSHIPINTOUGHTIMES.COM
03040711131509WHAT’S INSIDEEDITOR'S LETTERWHAT’SDISRUPTION?WHAT’S THE ROLE OFCLARITY IN CHAOS?AGILITY IN PRACTICE: THEPATHS OF AUTOMATIC ANDPAUSE RESPONSES THE INDISPUTABLERULE OF TRUSTWHAT’S NEXT?ANALYSIS OFREACTIONS
WELCOME TOPIVOT POINTWelcome to the inaugural issue of PivotPoint Magazine, the companion publicationto the Leadership in Tough Timespodcast.This monthly magazine is here to give youpractical, actionable insights you can apply,no matter what kind of challenge you're upagainst.Together with Dan Terry and Larry Briggs,I’m committed to bringing you contentthat’s grounded in experience, shaped byreal leadership moments, and focused onhelping you move forward in uncertaintimes.When I first created “Leadership in ToughTimes”, it was a presentation for a group ofleaders facing a massive round of layoffs.They had to lead teams, communicateclearly, reorganize, and provide directionwhen nothing felt stable.As I prepared, I started seeing patterns andstrategies that consistently flowed throughchaos. I captured those ideas and shapedthem into a model for leaders. That workevolved into a playbook that’s now helpedindividuals and companies handleunexpected events with resilience andclarity.EDITOR03PIVOT POINTFast forward to today: disruption iseverywhere in business, society, anddaily life. It could get better. It could getworse. Either way, our mission remainsthe same: helping you prepare for thepivot.Our podcast isn’t about financialforecasts or wishful thinking. It’s aboutreal-world leadership—what to do, howto do it, and how to stay steady whenthings get messy. Because they will.Pivot Point Magazine expands on thoseconversations. It's your follow-up tool,your reference point—somewhere to digdeeper into the ideas we might onlyscratch the surface of on the show.Our motto is simple: Leadership inMotion. Because leadership never standsstill.Thanks for being part of this. Enjoy theread—and let us know how we can keepgetting better.
WHAT ISDISRUPTION?In the fast-paced and ever-evolving landscape of the 21st century, disruptionhas become a key concept that leaders must understand and navigate.Disruption can redefine industries, reshape markets, and alter the trajectory ofentire organizations. For leaders, disruption presents both challenges andopportunities that require a nuanced understanding and strategic response. Defining DisruptionDisruption refers to significant,often sudden changes thatalter the status quo,challenging established norms,practices, and marketpositions. The concept ofdisruption was popularized byClayton Christensen in hisseminal work, "The Innovator'sDilemma," He describeddisruptive innovation asinnovations that create newmarkets and value networks,eventually displacingestablished market-leadingfirms, products, and alliances(Christensen, 1997). Disruptionis not limited to technologicaladvancements butencompasses a broad range ofchanges, including economic,regulatory, social, andenvironmental shifts.04PIVOT POINT
DISRUPTION CONTINUEDThere are many types of disruption, but hereare a few you may face.Technological DisruptionTechnological disruption occurs when newtechnologies or advancements significantlyalter existing products, services, or businessmodels.Market DisruptionMarket disruption happens when newentrants or changes in market dynamics shiftthe competitive landscape.Organizational DisruptionOrganizational disruption involves internalchanges within a company that impact itsstructure, culture, or operational processes.This can result from mergers, acquisitions,leadership changes, or strategic pivots.Economic DisruptionEconomic disruption is caused bymacroeconomic factors such as recessions,inflation, or global financial crises. Thesedisruptions can lead to changes in consumerspending, investment patterns, and overalleconomic stability.05PIVOT POINTRegulatory DisruptionRegulatory disruption occurswhen new laws, regulations, orpolicies significantly impact anindustry. This can includeenvironmental regulations,changes in trade policies, ordata protection laws like GDPR.Social and EnvironmentalDisruptionSocial and environmentaldisruptions stem from changesin societal values, demographicshifts, and environmentalchallenges.
WHAT IS THEIMPACT OFDISRUPTION?Disruption has profoundimplications for leadership. Itchallenges leaders to rethinktraditional approaches, embracechange, and foster a culture ofinnovation. Here are some keyitems disruption will require ofleadership:The Need for AgilityAn Emphasis on InnovationResilienceStrategic ForesightProviding TransformationalLeadershipSkilled in EmotionalIntelligenceIn a disruptive environment,agility is no longer optional—it’sessential. It’s the trait thatseparates leaders who merelyreact from those who respondwith purpose. Agility means beingable to pivot quickly when theunexpected strikes, but it alsomeans having the foresight tosense shifts before they fullymaterialize. 06PIVOT POINTAgile leaders don't cling to rigidplans—they stay grounded intheir mission while remainingflexible in their methods. Theyare decisive under pressure, ableto recalibrate strategy in real timewithout losing momentum. Moreimportantly, they create culturesthat embrace change, whereteams are empowered to act,innovate, and adapt withoutwaiting for perfect conditions.When disruption hits, it's not thebiggest or strongestorganizations that survive—it'sthe ones that move. Agility isn’tabout chaos. It’s about clarity inmotion. And in tough times,leaders who embody thatmindset don’t just weather thestorm—they lead through it.more on agility from Larry Briggson page 11.
ANALYSIS OF REACTIONSLorem Ipsum is simplydummy text of theprinting andtypesetting industry.Lorem Ipsum has beenthe industry's standarddummy text ever sincethe 1500s, It comes, maybe in the middle of the night, inbroad daylight, maybe to you or someone youknow or love. It's called by many names. Chaos,calamity, disaster, or shock and awe, at Pivot Pointwe call it disruption. Whatever you call it, it has justtaken everything and made it unfamiliar, and new. Disruption appears in many forms; the worst isdeath. Death of our loved ones, friends, orcolleagues. Death of finances, relationships, work,or a plethora of other ways. You will face chaos and conflict more than you willnot. While disruption and conflict are part of lifeand somehow always in the back of our minds,when they hit, most of us are fairly functional.However, when it does come, your reaction as aleader is critical and will reveal a lot about you as aperson. Take a look at Tony Hayward’s response toreporters. 07PIVOT POINTIt was everyday forthree weeks.Everyday people gotup and said this mightbe the day I get killed.When I walk out of myhouse, when I walkout to my car, when Ipump gas, when I gointo my store or officebuilding, this is theday someone mightshoot me.Douglas Duncan,CountyExecutive,MontgomeryCounty,Maryland, D.C.Sniper Attacks, 2002
Lorem Ipsum is simplydummy text of theprinting andtypesetting industry.Lorem Ipsum has beenthe industry's standarddummy text ever sincethe 1500s, Hayward toldreporters, "Thefirst thing to say isI'm sorry."However, hecontinued, "We'resorry for themassive disruptionit's caused theirlives. There's noone who wants thisover more than Ido. I would like mylife back." BP CEO TonyHayward on GulfOil Spill, May 31,201008PIVOT POINT If you look at what he said, Hayward made an attemptof acknowledging something happened but grosslyunderestimated the gravity of it. Mainly because he didnot want it to impact his life. These are common responses. Underestimating whatoccurred is a defense mechanism, long used to protectus and those close to us from the reality of what actuallyhappened or is happening. We want things to continueas they were or are and many times we will do whateverit takes to keep them the same even when it meansignoring what is right in front of us. Remember, Nerofiddled while Rome burned. This built-in protection is forself-preservation and allows us to get through thesituation until we can process fully what is occurring. Theproblem is, that we have to function at some levelthrough the disruption, and if we don’t learn the skills todo that, it has lifelong consequences. Learning how tomanage through difficulties while your natural statewants to do something different is at the heart of everydisaster and emergency training program and critical tolearn here. In the next issue we will idenitfy the skills toaccomplish that.ANALYSIS OF REACTIONS CONTINUED
Lorem Ipsum is simplydummy text of theprinting andtypesetting industry.Lorem Ipsum has beenthe industry's standarddummy text ever sincethe 1500s, 09PIVOT POINTWHAT IS THE ROLE OF CLARITY IN CHAOSDisruption brings the biggest shock to a person, company, government orinstitution’s life. Immediately following that disruption there is a need fordirection, and in particular, clarity. The definition of clarity is “the quality ofbeing coherent and intelligible”. Sounds simple doesn’t it? It’s not. Mainlybecause at the time of disruption clarity of what is next can be challengingto provide. Why do I bring it up? Because it is the essential next step to moving out ofdisruption. The discipline of providing clarity at this point helps peoplefollow you out of the disruption. If they don’t have enough clarity abouthow to go to what is next, there will be confusion, inaction, the wrongaction or worse yet, you will lose control of the situation to other sourcesof leadership.What does clarity look like during the direction phase? Simply stated: It islaying out steps for what is next. This is not meant to be a comprehensivedetailed plan on all the steps associated with what is next. It is statementslike “beginning tomorrow” we will do these three things then onWednesday these 3 things and on Friday these four things. We will thenreassess at 25 days and provide an update on our next steps will be..
10PIVOT POINTWHAT IS THE ROLE OF CLARITYIN CHAOS CONTINUEDThis is your opportunity to lead in a way that points people to a biggerpurpose and function than the disruption they just experienced.When you are providing clarity you have to provide it in the language andcontext of the personalities you are addressing. For instance, you can’t tellengineers that “it will all work out”. They will want to know some detail onthe thought process, because of the detailed nature of their personality.You also can’t forget to address the loss of people, because the extrovertswill be focused on those who aren’t there and those who are. Extroverts willbe less concerned about details and more concerned about people. We willaddress personality in more detail in both the podcast and Pivot Point.Remember providing clarity is not about grandiose claims or a blue sky. Ithas to have some meat on the bones. People need direction and processes.if you leave them out, they will seek their own source of clarity.
“Everybody has a plan until they get punched in themouth.”Mike TysonYou’ve been there.The plan was working. Then... a supply chain glitch, acultural misstep, a customer revolt. Suddenly, the spotlightis on you. In these moments, agility isn’t a buzzword, it’ssurvival. When the heat rises, leaders usually take one oftwo paths.The Automatic Path — React fast. Lean on what workedbefore.The Pause Path — Stop, assess, and act from clarity andalignment. Only one of these builds true agility.11PIVOT POINTAGILITY IN PRACTICE: THEPATHS OF AUTOMATICAND PAUSE RESPONSESThe Automatic Path: In 2016, Samsung launched the Galaxy Note 7 to high anticipation. Whenreports emerged that phones were catching fire, Samsung assumed itwas a battery issue—a familiar fix—and swiftly recalled devices. But theproblem persisted. There was a more serious issue. A flawed design withno tolerance for error. By acting automatically, without fully investigating,Samsung incurred over $5 billion in losses, a global product ban, andlasting reputational damage.The failure wasn’t speed—it was skippingthe pause.
The Pause Path: In 1982, seven people died after ingesting cyanide-laced Tylenol. J&Jfaced an unprecedented crisis. They could’ve minimized it. Instead,they paused and asked: What do our values require now? Guided bytheir Credo, they recalled 31 million bottles, halted production, andcommunicated transparently. They even pioneered tamper-resistantpackaging—an industry first. The result? Their stock rebounded. Trustdeepened. Lives were protected.This wasn’t PR. It was courageous, values-based leadership.At the heart of agility is a truth: You don’t have to react. You canchoose.That pause which allowed for the discernment, and value alignmentis where real leadership lives. It's the hidden half, the mysterybeneath the models. Leadership Self-Check: Before you act, ask—Am I reacting—or responding?Is this based on the past—or what’s true now?What do our values require of us?What would I want to be remembered for in this moment?Whether it’s a product failure, a team crisis, or a cultural turningpoint, your first move matters. Will you repeat the past? Or will youpause, realign, and lead forward?Agility isn’t just fast—it’s wise, and starts with the pause path.12PIVOT POINTAGILITY IN PRACTICE: THE PATHSOF AUTOMATIC AND PAUSERESPONSES CONTINUED
LOW TRUST DRIVES OUT HIGH TRUSTTrust is present in asituation in whichone individual placeshis or her interestsunder the control ofanother person, withthe expectation ofgaining a desiredoutcome for whichthe potentialnegativeconsequences aregreater than thevalue of the potentialdesired outcome(Deustch, 1958;Zand, 1972).Just as the universeoperates underimmutable laws, sotoo do ourrelationships—especially thoserooted in trust. Low trust drives outhigh trustHowever, when thesebehaviors are absent,distrust takes root—andit spreads faster andmore destructively thantrust ever could. Whenpeople get the sense ofa lack of transparencyor integrity, they willbegin to fill in the gapsthemselves. 13PIVOT POINTTHE FIRST LAW OF TRUST: unless behavior iscorrected. In times of crisis,leaders are presented witha unique opportunity tofoster trust. Bycommunicating clearly,setting expectations, andconsistently followingthrough, they can build afoundation of confidence.
In this situation grapevines flourish. Rumors become reality. Employees,unsure of leadership’s motives, make independent decisions that can bemisaligned with organizational goals. Communication becomes clouded, notby poor messaging, but by the suspicion behind the message.Worse still, when trust is low, even good ideas are viewed with skepticism.Intentions are questioned, and fear of manipulation delays or derailsexecution. The organization slows down not due to lack of capability, butfrom a lack of belief in one another.Leaders must use trust-building as a deliberate strategy, especially in high-stress environments. Start by correcting trust-eroding behaviors—betransparent, be consistent, and be present. Recognize that trust is slow tobuild and quick to erode. But if you prioritize it early, you can lay thegroundwork for resilience and alignment in even the most turbulent times.14PIVOT POINTLOW TRUST DRIVES OUT HIGH TRUST CONTINUED
What’s Next?Podcast Episodes Leadership In ToughTimes Live eventTune into our Podcasts, which willinclude live guests and specialists inthe field of Leadership. Here is a listof just some of the exciting topics wewill be discussing.The Moment the Storm Hits The Psychology of CrisisLeadershipThe First 30 Days - Survival andStrategy Emotional Intelligence in ToughTimesThe Power of Adaptability andResilienceFocus - The Key to OvercomingDisruption Trust - The Foundation ofLeadership in CrisisLeading Change and CulturalTransformationThe New Normal - ConsolidatingGrowth After Crisis Coming in 2025 Live in Portland, OregonLeadership in Tough Times: RealStrategies. Real Stories.Join us for an exclusive live trainingevent this June in Portland, Oregon,featuring an in-depth exploration ofthe Leadership in Tough Times model.This powerful session will be led byacclaimed author Larry Briggs andLeadership Strategist Ken Leatherman,who will guide attendees through ahands-on framework for leadingthrough crisis, disruption, andtransition.Event Highlights:Practical leadership tools fornavigating uncertaintyA live panel interview withleaders who’ve faced real-worldcritical challengesStories of resilience, insight, andbreakthroughInteractive Q&A Networking opportunitiesThis isn’t just a seminar. It’s a call tostep forward when times are toughest.Seats are limited. Stay tuned forregistration details and early access.PIVOT POINT15