As a business leader right now, the odds are you’re not short on challenges. Market shifts. Workforce changes. Pressure to innovate while still meeting payroll. The last few years have felt like one long crisis management seminar—with no breaks and no cheat sheet.
While we don’t typically look first at the military for business advice, Retired Admiral William McRaven’s latest book, Conquering Crisis: Ten Lessons to Learn Before You Need Them shares lessons from the war room that feel surprisingly at home in the boardroom or the breakroom. Here are five of them that we think will serve you well no matter what kind of crisis you might encounter.
First Reports Are Always Wrong
When a crisis hits—whether it’s a PR issue, a supply chain breakdown, or a sudden dip in revenue—the first wave of information often feels urgent… and unreliable. McRaven’s advice? Don’t overreact to incomplete data.
In business, the “first report” might come in the form of a panicked email, a vague social media post, or a half-baked rumor. It’s easy to jump into damage control mode. Leaders who pause to gather more facts, ask better questions, and separate smoke from the fire are able to make better decisions and build more trust.
What this means for you: Breathe. Assess. Then act. Don’t let incomplete info force your hand.
Have a Council of Colonels
No one leads well in isolation. McRaven talks about the importance of having a trusted group of senior advisors—a team of grounded, wise voices who aren’t afraid to tell you the truth.
In business, your “Council of Colonels” might be your executive team, your mentor group, or even a few sharp-minded colleagues from outside your industry. The key is this: they’ve earned your trust, and they won’t just tell you what you want to hear.
What this means for you: Cultivate a circle of people who will speak truth into your leadership—even (especially) when it’s uncomfortable. Then listen and consider their advice.
Bad News Doesn’t Get Better with Age
You already know this one’s true—how many times have we watched a delayed response turn a manageable problem into a full-blown mess?
The longer you wait to acknowledge a problem, the worse it tends to get. That’s not just about public-facing issues; it’s about internal ones too. An underperforming team member. A brewing morale issue. A financial forecast that’s going off-track. The sooner it’s addressed, the better your chances of navigating it with integrity and clarity.
What this means for you: Don’t stall. Deal with problems when they’re small. Your team will respect your transparency more than your silence.
Move All Your Options Forward
In a crisis, it’s tempting to go all-in on what looks like the fastest fix. But McRaven encourages leaders to keep several options in motion. Think of it as crisis multitasking—but with strategy, not panic.
This resonates deeply with business leadership. Maybe your big initiative is struggling—but your backup plan is still quietly gaining traction. Maybe you’re exploring a new revenue stream, while also stabilizing your core offerings. The point is: don’t bet the farm on a single plan if the terrain is shifting under your feet.
What this means for you: Explore multiple paths, even if you’re leaning toward one. The flexibility could save your business.
There Is Always Time for a Morale Check
Crisis doesn’t pause the human side of leadership—in fact, it magnifies it. McRaven says that even in the toughest times, leaders must take time to check in with their people. Are they okay? Do they feel seen? Supported? Connected?
In the business world, this isn’t just about engagement scores or team-building activities. It’s about real presence. Walking the floor. Picking up the phone. Starting a meeting by asking, “How’s everybody really doing?”
What this means for you: People don’t follow a title—they follow a leader who cares. Especially in hard times. Be that leader.
Crises reveal character. They clarify priorities. And they carve out the kind of leaders people remember long after the storm has passed.
Admiral McRaven’s lessons aren’t just for the battlefield—they’re for every business leader doing their best to steer through uncertainty with courage, clarity, and compassion.
Wherever you find yourself today—in the middle of a pivot, a pause, or a plan—remember you don’t have to conquer the crisis in one heroic leap. Just lead the next step well.
Blessings,
