When the CEO Says “We Have to Get Ahead of It”: Leading Through Change and Crisis

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Today there are certain phrases that can send a jolt of urgency through a leadership team. One such phrase is, “We have to get ahead of it.”

These words signal a pressing need for swift and strategic action, often during times of significant change or in response to an unfolding crisis. But what does it truly mean to “get ahead of it”? And how can leaders navigate this directive without sacrificing their team's well-being or their organization’s long-term stability?

Decoding the Directive

When a CEO declares, “We have to get ahead of it,” they’re emphasizing the need for preemptive action. This can apply to market shifts, technological disruptions, public relations crises, or internal challenges like talent retention. The underlying message is clear: reactive management is no longer enough; proactive leadership is required to anticipate outcomes and implement solutions that mitigate risks and seize opportunities.

The Urgency Trap: Balancing Speed with Strategy

One of the first pitfalls leaders face when “getting ahead of it” is the urgency trap—the pressure to move so quickly that strategic thinking falls by the wayside. Here’s how leaders can maintain a balance:

Pause to Plan: While immediate action is often necessary, it’s vital to take a moment to assess the landscape. Gather key team members and outline a high-level strategy that prioritizes both immediate actions and longer-term goals.
Define Success Early: What does “getting ahead” look like for your specific situation? Is it mitigating financial losses, preserving your brand’s reputation, or pivoting to a new business model? Clear definitions help align efforts and measure progress.

The Power of Anticipatory Leadership

Anticipatory leadership is the skill of predicting challenges and opportunities before they fully materialize. To embody this approach:

Invest in Trend Analysis: Regularly evaluate industry trends, competitor activities, and customer sentiment. Leverage data analytics tools to transform raw information into actionable insights.
Stay Connected: Maintain open channels of communication with employees across various departments. They often have on-the-ground insights that leadership might miss.
Run Scenarios: Use scenario planning to forecast different outcomes. Ask your team, “What if this trend accelerates?” or “What’s the worst-case scenario?” Preparation reduces surprises and fosters agility.

Communicating Change Without Chaos

When leaders pivot quickly, it can create confusion if not communicated effectively. Ensuring your team is informed and engaged is crucial:

Transparent Messaging: Explain why the pivot is necessary and what the intended outcomes are. Transparency breeds trust, which is essential during times of rapid change.
Two-Way Communication: Encourage feedback and questions. Your team’s input can reveal overlooked challenges or new solutions.
Address Concerns Directly: Recognize that change often brings anxiety. Be empathetic to concerns and show that you’re taking them into account as part of the strategy.

Maintaining Morale and Avoiding Burnout

Rallying a team to “get ahead of it” can lead to burnout if not managed carefully. Here’s how leaders can protect their team’s well-being:

Pace Your Initiatives: While it’s tempting to tackle everything at once, prioritize actions and pace initiatives to prevent overwhelm.
Encourage Breaks and Boundaries: Ensure your team knows that pushing forward doesn’t mean disregarding rest. Sustainable productivity is built on balance.
Recognize Wins—Big and Small: Celebrate progress to maintain motivation. Acknowledging efforts reminds everyone that their hard work is valued.

Examples of Companies “Getting Ahead” Successfully

Many organizations have successfully adopted anticipatory leadership:

Netflix’s Digital Shift: Netflix foresaw the decline of DVD rentals and preemptively shifted its business model to streaming, positioning itself as a leader before competitors caught up.
Toyota’s Lean Manufacturing: During economic downturns, Toyota's anticipatory strategies allowed it to maintain operational efficiency without the large-scale layoffs seen at other automakers.

These examples highlight that proactive leadership isn’t just about moving quickly; it’s about moving intelligently.

Key Takeaways for Leaders

Understand the Implications: Recognize the weight behind “we have to get ahead of it” and what it requires in your specific context.
Act, But Don’t Overreact: Balance urgency with thoughtful action to avoid long-term consequences.
Foster an Anticipatory Culture: Make proactive thinking a team-wide habit, so you’re not just reacting but staying ahead consistently.
Communicate and Connect: Keep your team informed and engaged to turn moments of crisis into opportunities for collective resilience.
Prioritize Well-Being: Protect your team’s capacity to ensure sustainable success.

When the next challenge arises and the call to “get ahead of it” echoes through your organization, remember being proactive isn’t just a strategy; it’s a mindset that balances preparation, communication, and the well-being of your people.

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Tresha Moreland

Tresha Moreland is a 30-year organizational effectiveness and strategic workforce planning expert. She partners with business leaders to develop workplace strategies that achieve best-in-class results. She has held key organizational leadership roles in multiple industries such as manufacturing, distribution, retail, hospitality, and healthcare. Tresha is the founder and principal consultant of HR C-Suite, LLC (www.hrcsuite.com). HR C-Suite is a results-based HR strategy resource dedicated to connecting HR with business results. She has received a master’s degree in human resource management (MS) and a master’s degree in business administration (MBA). She has also earned a Senior Professional in Human Resources (SPHR), Six Sigma Black Belt Professional (SSBBP) Certification. She is also recognized as a Fellow with the American College Healthcare Executives with a FACHE designation.