This article is part of Finding the Words, a newsletter that delivers practical insights on the day’s issues.

Hold on. We're in for a bumpy ride.

These words could just as easily be about getting on a carnival roller coaster as they are about the current state of our economy. Bumpy, of course, is an understatement this week.

I've never been a roller coaster person, but I can see why some might prefer to ride a rickety old coaster over experiencing the turbulent ride of our current economic ups and downs.

Here's how Morning Brew described the situation in their newsletter yesterday:

Markets: Stocks swung like Tarzan moving through the jungle yesterday as traders scooped up any crumb of information on President Trump's tariffs. Ultimately, the day ended mixed, with the S&P 500 and the Dow going splat and the Nasdaq edging up a bit. While investors started buying the dip on some tech stocks, Apple, whose supply chain relies on countries facing steep tariffs, kept heading down, bringing its three days of losses to $638 billion in value.

As hopeful retirees saw their savings plummet, foundations watched their investments fall, and Wall Street anger grew, the president didn't quite soothe anyone's fears.

As reported by the BBC: In Monday's post on Truth Social, President Trump wrote: "The United States has a chance to do something that should have been done DECADES AGO. Don't be Weak! Don't be Stupid! Don't be a PANICAN (A new party based on Weak and Stupid people!)." He went on: "Be Strong, Courageous, and Patient, and GREATNESS will be the result!"

No comment.

Instead, let's focus on some tried-and-true actions we can take to be effective leaders in a shaky economy. Because, let's face it, this economy's ups and (very) downs can make us feel like we are constantly flip-flopping on our commitments and losing control of our goals.

As Harvard Business Review noted in this article on leading through down economies, "The common thinking is that each crisis makes people stronger and more able to cope. But this is not the reality. Compounding crises tend to make people more vulnerable — and more shaky."

So what should you do when questions mount—from your team, your consumers, your vendors?

While we can't control the markets, we can control how we prepare for rocky markets and communicate with our teams during downturns.

Here are a few strategies to consider:

Act urgently, not frantically. There's a big difference between making urgent decisions and frantic ones. Focus on moving swiftly and with intention during chaotic times. Steer clear of frantic requests or decisions, as they're not likely to benefit you in the short or long term.

Embed resilience into your systems, talking points, and team: If you haven't already, now is a good time to focus on building nimbleness and resilience into your systems wherever possible, including your ability to communicate to key partners efficiently, and maintaining open lines of communication between leadership and staff.

Set up central command. Crises don't wait for you to get organized before they strike. To be best prepared, align a team of senior leaders within your organization or collaborate with a group of peers across your industry to track trends, map recommendations, and proactively communicate with your key audiences. This can soften the blows from the outside world and act like a buffer for those feeling increasingly worried about this economy.

Don't go it alone. Now may be a good time to forge partnerships. If you are a small business or nonprofit, the challenges of this economy may be navigated much more effectively with a partner by your side. And if you're not sure where to start, email me.

Bottom line: This roller coaster ride will likely have more dips ahead. If you're already feeling queasy, focus now on grounding yourself and your team in careful planning so you can be here for the long haul.

This post is part of the Finding The Words column, a series published every Wednesday that delivers a dose of communication insights direct to your inbox. If you like what you read, we hope you’ll subscribe to ensure you receive this each week.

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