In business, planning is important. But things rarely go as planned. Leaders correctly desire to celebrate success, but more often face failures, setbacks, and challenges. How do servant leaders with a biblical worldview maintain a supportive and encouraging leadership stance when the tide turns and the business begins to slide backwards? I’d like to share three suggestions on how to lead with love even when losing ground:
Own the outcomes but clearly communicate relevant macro market factors
They say the buck stops here, but bucking major industry and macroeconomic trends requires clearheaded communication and creativity. The market cycles and shifts. Knowing and sharing the sources of headwinds and tailwinds provides useful context whether losing or winning.
At Earnnest, we experienced two significant shifts in six years—COVID-19 (a 24-month positive tailwind) and a dramatic 40% reduction in home sales nationwide from 2022 to 2025 due to the rise in interest rates beginning in Q2 2022 (a significant and sustained headwind). We doubled our business between 2021 and 2023 and again between 2023 and 2025. Sharing the relevant macro realities with the team provides them with helpful context for changing course.
When the market shifted down in 2022, we had to make some significant adjustments. We cut our staff by 30%. We subleased our new office space and moved into a much smaller office before adopting remote work altogether. We created new programs and pricing for driving revenue in the shift. Communicating the changing and challenging market realities was a key to the team’s understanding of why painful staffing and disruptive strategy corrections were needed.
Own the crisis but compassionately cooperate with department leaders for solutions.
In software development, projects often cost more and take longer than originally estimated. And sometimes, even after months of delays and extra investment, the new version, feature, or product fails initially—and sometimes spectacularly! Some leaders might seek to immediately fire someone to set an example or force a sense of strict performance accountability. The initial reaction for a servant leader with a biblical worldview should not be “off with their heads!”
While there is usually a people component to the solution, the failure is often primarily a planning or process issue—not a personnel one exclusively. Firing an embattled leader in the eye of a storm will only obscure the root causes and prevent true progress. Seeking sustainable solutions takes time and requires a kind, loving, and forgiving spirit (Ephesians 4:32).
When this happened at Earnnest, as CEO, I said to the team, “As disappointed as I am, I can’t imagine how disappointed you all must be having worked so hard for so long only to have this result.” I messaged the leader of the project, and I said, “I know this is a hard time for all of us. Please let me know when you want to talk.” I worked with his boss (my direct report) to triage immediate customer issues, assess second-order impacts to the product and our product roadmap, and conduct a post-action review to glean key learnings. Working in this way with the team through the crisis showed them love and concern instead of knee-jerk punitive reactions.
Own the strategy but consistently consider input on potential pivots and promising plays.
As the leader, you have the best view of the company’s big goals and highest priorities. But your team members who are closest to the customer will often recognize the best tactics for achieving your big goals. This is consistent with classic quality management principles.
Edward Deming (1900-1993) suggested the Japanese wisdom of “going to the gemba” or the “actual place” to find constructive customer-focused ideas. The sales and success team are best positioned to sense shifts in customer needs because they are talking with customers and prospective customers every day. Serving leaders listen and learn especially in a downturn. Christian leaders find “success in the abundance of counselors” (Proverbs 11:14 NET).
In the fast-moving world of tech, tactics often need to shift and flex. Many tech companies pivot multiple times before achieving sustainable success. The senior leader will miss market opportunities unless they have the humility and self-awareness to ask for input and to take it. The best ideas often come from frontline leaders if they are asked for new ideas and tactics.
In business and in life, things rarely go according to plan. Leaders often face setbacks and challenges. When a servant leader with a biblical worldview maintains a supportive and encouraging stance during unexpected setbacks, they show the organization their others-serving, patient heart. These few ideas can help a servant leader lead with love even when losing ground.
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