Introduction
During my career in finance, I have built and transformed finance functions for companies undergoing various changes, including acquisitions, turnarounds, reorganizations, supporting growth, or developing new business models. I have learnt through these experiences that the most effective way to overcome a crisis is to prioritize people. This may seem counterintuitive for finance leaders, who are typically expected to focus on profitability, returns, and cost control. Yet every financial metric is ultimately the reflection of human performance and the culture that drives it; financial instruments measure the output of collective behavior. Therefore, improving financial outcomes requires focusing on the people, the culture, and the leadership practices that shape performance. I believe that financial leaders must focus on three pivotal targets to enhance organizational financial performance.

1. Bring Calm and Grace to Defuse Tension
Crises create tension. They threaten the stability of the company and, by extension, the sense of security of every team member. During such times, employees face uncertainty about their future, fear of being blamed, or anxiety about adapting to change. Even operational adjustments, such as implementing a new ERP system, can trigger discomfort when individuals must abandon familiar routines. Under these circumstances, fear can paralyze initiative. Team members become reluctant to make decisions, propose ideas, or take calculated risks. Yet, in a crisis, innovation and agility are essential. The leader’s first responsibility is to restore emotional stability. This requires composure, empathy, and consistency. Leaders who demonstrate calm and composure provide a sense of safety that allows their teams to refocus on solutions. Taking time to understand how individuals react under stress, connecting with them on a personal level, and acknowledging their concerns helps to rebuild confidence. Finally, finance leaders must inspire their teams to take audacious decisions that entail inherent risks. To instill confidence in my team, I repeated: “Success belongs to the team, while failure rests with the leader!” In moments of high uncertainty, the leader’s behavior sets the tone for the entire organization. Emotional steadiness, “grace under pressure” as Hemingway said, is a strategic capability.

2. Extract Knowledge from the Team to Understand Risks and Solutions
In every organization, the most valuable insights lie within the team. Employees closest to the operations often know where the risks are and what solutions might work. However, in times of crisis, fear and hierarchy can silence this knowledge. In my experience, when something is wrong, from operational inefficiencies, fraud to ethical lapses, someone always knows. The key is to create an environment of trust where that person feels safe to speak up. Many leaders claim to have an “open-door” policy, yet this is not adequate to bridge the gap between themselves and their teams, especially with the majority who are often reluctant to voice their concerns. The greatest risk for leader is to become isolated — physically close but intellectually disconnected from the organization’s reality. To prevent this, leaders must go beyond accessibility and seek engagement. My proactive approach, such as dedicating time engaging with each team member through individual dialogues, posing open-ended enquiries, and fostering informal opportunities for sharing their concerns, ideas, questions, serves to illuminate matters that might otherwise remain unarticulated. I refer to this as the “How’s life? Why do you think this doesn’t work? What would you do about it if you could decide? Let’s discuss it.” principle. Effective crisis management begins not with directives from the top, but with insights drawn by those who live the reality of the business every day.

3. Keep the Team Motivated Through talent development
Crises drain morale. The focus shifts to survival, and the broader sense of purpose often fades. Talent retention is often one of the greatest challenges during a crisis. High performers are naturally attractive to competitors and may be tempted to seek stability elsewhere. Losing them can jeopardize the company’s ability to recover. To keep teams motivated, leaders must help them find meaning in adversity by taking a deliberate approach to talent management. This begins by reframing the crisis as a learning journey: What are we discovering about ourselves? What new skills are we developing? How will this experience make us better leaders, professionals, and colleagues? Helping the team understand that their current efforts will shape their future growth transforms the crisis from a burden into an opportunity. To earn the trust of the team, I often said: “I will ensure that we leverage the insights gained from this crisis to mentor you, so that you may take over from me.” To that end, finance leaders must spend time assessing their team to identify those who demonstrate adaptability, commitment and ownership. These individuals should be empowered, given responsibility, and exposed to new challenges. A crisis offers the perfect environment to test and grow leadership potential. At the same time, leaders must address underperformance decisively. Team members who resist change or consume excessive managerial attention can slow down the recovery process. Managing them with fairness and clarity is essential to protect the collective energy of the group. Building a strong bench of capable, motivated professionals ensures continuity and prepares the organization for the next phase of growth. The crisis must be used by finance leaders as an opportunity to identify future leaders who have the character to lead through uncertain times.

Conclusion
Leading through a crisis requires more than financial acumen. It demands emotional intelligence, active listening, and the courage to make decisions grounded in empathy. Every transformation I have witnessed, whether operational, financial, or cultural, has succeeded not because of the sophistication of its tools, but because of the strength of its people. People are always smarter than systems. When leaders put people first, results follow. The best route to overcome a crisis is not through control, but through connection.