Take a quick glance at the headlines in the first half of 2025, and it’s clear: calm is not on the agenda.
From sudden tariff changes and volatile supply chains to rising geopolitical tensions and constant tech disruption. Today’s business environment is anything but stable.
So it’s no surprise that many leaders are hitting pause.
Waiting for clarity.
Waiting for things to calm down.
Waiting for a better time to move.
The thing is: leaders who thrive? They don’t wait.
According to Kotter, real momentum is created by those who lean into uncertainty. So, what does it take to lead effectively during turbulent times?
Assess your adaptability: How fast can your organization truly move, given internal capacity and external pressure?
Drive fast decision-making: Clearly articulate and build alignment around the key metrics, milestones, and decision-points that will guide strategic decisions.
Create an action-oriented mindset: Cultivate cross-functional teams who prototype fast.
Want to learn how to lead through uncertainty (and not just survive it)?
Sign up for Kotter’s course! Use the code SPRINGTODAY for a 10% discount.
So many priorities, so little focus: where should you start?
By now, we know you should be geared towards action. In today’s climate — inflation, tech disruption, geopolitical tensions — it’s easy to feel like everything is urgent. So how do you decide what to tackle first?
Here are 2 practical models that can help you set clear priorities in chaotic times.
1. The pace of change model
Developed by Harvard Business Review, this model helps you assess how quickly your organization can realistically adapt, based on internal capacity and external pressures. It’s a great way to set realistic expectations and avoid change fatigue.
Use this model to assess 4 key areas:
1. Assess the Current Pace of Change
- How quickly is your organization currently adapting to new market conditions?
- What external forces (e.g. competition, regulation, economic shifts) are accelerating the pressure to change?
2. Evaluate Capacity for Change
- Do you have the right people, systems, and leadership to sustain rapid transformation?
- Are your teams already overstretched, or is there room to move faster?
3. Alignment of Change Initiatives
- Are current change programs aligned with your broader business strategy?
- Are you prioritizing the changes that have the most strategic value?
Impact on Stakeholders
- How will each change initiative affect key stakeholders—employees, customers, partners, and investors?
- Is your organization equipped to manage those impacts?
2. The prioritization matrix
Also known as the Eisenhower Matrix, this version is tailored to transformation strategy.
It helps leaders identify what’s urgent, what’s important, and what can wait. Because not every change needs to happen at once.
Here’s how to apply it to change programs:
Urgent & Important (Do First)
These initiatives are both time-sensitive and business-critical.
→ Think: Regulatory shifts, operational crises, or changes needed to maintain market position.
Not Urgent & Important (Schedule)
Strategic moves that are crucial for long-term growth but don’t require immediate action.
→ Examples include upskilling programs, culture transformation, or foundational tech investments.
Urgent & Not Important (Delegate)
Tactical changes that need to happen soon but aren’t strategically vital.
→ These can often be delegated to teams or handled through agile sprint cycles.
Not Urgent & Not Important (Eliminate)
Projects that offer little return and drain resources.
→ Kill these quickly to free up time, energy, and budget for what really matters.
Take the lead, even when things feel unclear
In uncertain times, clarity and momentum go hand in hand.
So don’t wait for things to calm down.
Use this moment to create focus, build alignment, and move forward with confidence.
And if you’re looking for tools, frameworks, or an experienced change manager to guide your next steps, Spring Today is here to help.