The loss of a key business partner, a sudden cash flow issue, an interruption in the supply chain—these trials define leadership. They force a leader to adapt and prove their mettle.
But when trials turn into constant “firefighting,” a leader’s strength is undermined.
Firefighting should not be a leader’s modus operandi. Why? Because over-reliance on firefighting often hampers attempts for proactive planning.
Look into why leaders sometimes default to firefighting methods—and how to approach proactive planning—in this article.
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