Late last September, I wrote a column titled “Leadership today: be brave and prepared.” I shared my thoughts, and those of others I deeply respect, about the importance of communicating in uncertain times. You can read that column here.

I recently asked myself if, in the past six months, anything has changed. From where I sit, the answer is an indecisive “maybe.” Consider …

  • In McKinsey’s December 2025 Global Survey on economic conditions, respondents expressed the brightest near-term expectations seen this year with this summary: “For the past two quarters, trade policy changes were the top perceived risk to growth in the global economy, in respondents’ countries, and in their own companies. Now, respondents turn their attention toward geopolitical instability and conflicts, though trade-related changes continue to be a commonly cited risk to growth. Respondents also report growing confidence in their companies’ outlook, as leaders prioritize their customers and their technology investments over macroeconomic considerations.”
  • The Gallup International End-of-Year Survey, the world’s longest-running global public opinion study “… reveals a sharply divided global outlook” as we head into 2026. The president of Gallup International, Michaeal Nitsche, summarizes the results: “In view of the gloomy economic outlook and widespread concerns about peaceful coexistence in large parts of the world, there will be a greater need for engaged leaders from the areas of business, culture, and politics who can show people a constructive way forward and turn global public sentiment in a positive direction.”
  • Reuters, a premier global news agency, recently (February 6, 2026) shared this from a financial market economist at Nationwide, “We may have seen the trough in consumer sentiment as positive fundamentals should support attitudes in 2026, as long as the recent stock market selloff doesn’t continue. That said, we aren’t optimistic for a sharp rebound in consumer sentiment.”

Reading all of this is what brought me back to my column of last September. I wrote then: “It can feel at times like there has never been a more challenging time to run a business. Contention, controversy and uncertainty abound.”  From my perspective, little has changed.

So, I refer again to a Harvard Business Review (HBR) article (October 2025) titled “Now Is The Time for Courage.” The article leads with this: “In the face of political, economic, and technological uncertainty, business leaders are often reluctant to take bold action. Some freeze, too overwhelmed to make decisions. Many hunker down, hoping to wait out the chaos. Others retrench, trying to protect their organization’s future and their careers. However, research shows that the old adage is true: Fortune favors the brave, not the cautious.” 

From a strategic communications perspective, being prepared to communicate in uncertain times has never been more important. It is irresponsible to think you can “hunker down” until the uncertainty passes. If HBR is right (and they are), and fortune favors the brave (as it does), you must ask what the economic and political environment means for your business and prepare accordingly.

Every CEO lies in bed at night thinking of scenarios that can disrupt business-as-usual. Rather than just losing sleep, leading CEOs prepare for such times. And they learn that through their preparation they are better positioned to address uncertainty. They and their teams have created “corporate muscle-memory” for how to respond or, equally important, how not to over-respond.

Vehr Communications is a leading Cincinnati-based integrated marketing and PR communications agency with a compelling reputation and experience in crisis communications and issues management. We know that to protect brand value and stakeholder relationships, best-in-class companies prioritize crisis planning, training and response.

We have helped Fortune 500 and privately held companies and major nonprofit and public sector organizations identify vulnerabilities and prepare. Our experience is broad and deep:

  • Litigation support
  • Workplace, including facility closures, accidents/incidents, and severe injury/loss of life
  • White collar crime and other criminal behavior
  • Sexual harassment/abuse
  • Healthcare related
  • Whistleblower accusations
  • Labor disputes
  • Natural disasters
  • Environmental, including chemical spills and hazardous waste disposal
  • Public safety
  • Product and food recalls
  • Digital and social media attacks
  • Investigative journalism
  • Data breaches
  • Corporate reorganizations
  • Mergers and acquisitions

Preparation is the key to success for crisis communications. You can learn a little more about our crisis communications approach and experience here. Please do not hesitate to reach out for a conversation about how we may help your organization to prepare.

Remember, fortune favors the brave, not the cautious. Be brave.