Business in Wartime: How to Manage Chaos — in Tasks and in People’s Minds
A column on leadership in an economic and political storm
In Short
Crisis is not a test of plans; it’s a test of speed, clarity and mutual trust rooted in shared values. In the first 48 hours of the war we paid salaries and an additional bonus and redistributed ownership; over-communication and personal responsibility kept us on course. Below are five principles and a checklist that worked for us in chaos.
Why It Matters
No MBA teaches you how to steer an upside-down boat — when the sea still looks calm but a tsunami of change is already above your head. In 26+ years of management I’ve learned: you don’t avoid a crisis; you can only try to prepare for it. Think of sport: once you’re in the ring, preparation and focus decide the outcome.
The First 48 Hours
Branches opened. Cash vans delivered where it seemed “impossible.” IT kept the systems up. Support teams answered from cities under fire. We wrote to the team: “We don’t give up. We keep working.” We paid several salaries in advance — not as charity, but to restore footing: the routine of action. Don’t romanticize chaos, and don’t think you can tame it. In chaos you win with reaction speed, role clarity and honest feedback.
Five Principles That Worked
- Speed = preparation. Short release cycles, clear roles, and the mandate to decide on the spot without endless sign-offs.
- Over-communication beats total control. In a storm people lose their bearings — repeat the why and what’s next until you’re heard.
- A team of individuals, not clones. Strong managers align different people on shared goals and rules of play.
- Manager as coach. Find talent, put people in the right seats — your own ambitions come second.
- Be a rockstar. The other roles are taken — and boring. Going first draws criticism, but indifference is the real risk.
Do This Tomorrow (Practical Checklist)
- Shorten decision cycles. Every initiative has an owner, a deadline and a clear “definition of done.”
- Put “battle mode” rules only on critical operations. Everything else runs on short standups and status updates.
- Make meaning visible. Everyone knows how today’s task helps the customer today.
- Public launch/kill logic. One living document, one page, updated weekly.
What to Avoid
- The cult of control. It slows you down — and slowness in crisis = risk.
- Polishing instead of shipping. Winners move ideas into action early and learn from data.
- Silence. In uncertainty, silence multiplies fear — speak more, and speak simply.
Bottom Line
Chaos isn’t a stop sign; it’s an invitation to concentrated clarity. Pick a direction, measure progress weekly, reallocate resources without nostalgia and keep your pace while it makes sense. Everything else is wave noise above an upside-down boat. Protect the shoulder-to-shoulder bond and personal ownership — that’s what keeps a business on course when the storm is already here.
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About the Author
Rafał Juszczak is a financier and former CEO of a major Ukrainian bank. He has worked across European banking groups and specializes in product transformation and leading teams under high uncertainty. He practices martial arts and is a three-time kung fu champion of Poland. He is also the author of the book Faster Than Money, about running a large bank before and during the war in Ukraine.
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