Richard Pounder (Founder of Complete Lean Solutions)
Years ago, during a significant downturn in demand at Toyota, I witnessed something that shaped my leadership thinking permanently.
There were no panic layoffs. No drifting standards. No quiet acceptance of “slowing down because it’s quiet.”
Instead, work was rebalanced. People were redeployed. Improvement accelerated. While many organisations contract during difficult periods, Toyota built capability. That experience reinforced a lesson I still believe today:
When markets tighten, costs rise and headlines feel relentlessly negative, it is natural for organisations to shift into defensive mode. Hiring slows. Investment pauses. Energy dips. Leaders focus on containment.
But the organisations that outperform when recovery comes are rarely the ones who simply waited it out. They are the ones who used the pressure to sharpen themselves.
Momentum is not something that accidentally disappears. It fades when leadership allows it to.
In challenging periods, many businesses quietly pull back. Improvement activity is paused. Development budgets are reduced. Communication becomes less frequent. Decisions take longer.
It feels prudent. Sensible. Responsible.
But it sends an unintended message to the workforce: we are in survival mode.
Strong organisations choose differently. They increase clarity, not silence. They focus on what is within their control. They invest in capability even when budgets are tight. They talk openly about reality without creating fear.
Momentum is not reckless expansion. It is disciplined forward movement — even when conditions are uncomfortable.
During that downturn at Toyota, production demand dropped sharply. There was no denial of reality. But neither was there panic.
Instead of allowing standards to drift, production lines were carefully rebalanced so that those remaining in role continued working to the correct cycle time. Operational discipline was protected. That mattered, because once standards slip, restoring them is far harder than maintaining them.
The rebalancing freed up significant numbers of people.
They were not sent home. They were placed into structured kaizen teams and training groups. For weeks and months they focused on eliminating waste, improving flow, strengthening standard work and solving long-standing problems that normal production pressures often leave untouched.
Hundreds of improvements were implemented during that period.
When demand returned — as it always does — those individuals moved back into their operational roles. But they returned different. More skilled. More confident. More engaged. They understood the system at a deeper level.
The business was stronger than before the downturn.
And the workforce felt valued.
The message was unmistakable: we are investing in you for the long term.
Toyota’s belief in long-term vision over short-term gain was not theory. It was lived behaviour.
When the external world feels unstable, people look inward for reassurance. They want direction. They want honesty. They want to understand where they fit.
Silence creates assumptions. Assumptions create anxiety. Anxiety erodes performance.
Leaders do not need to have every answer. But they do need to be visible, clear and consistent. Frequent communication builds trust. Authenticity builds credibility. Reconnecting people to purpose builds energy.
When people understand why their work matters — especially in difficult times — they lean in rather than withdraw.
No organisation can control economic cycles. Markets rise and fall. Demand fluctuates.
But operational discipline, behaviours and capability are always within reach.
Periods of pressure are often the best time to strengthen problem-solving skills, reinforce standard work, cross-skill teams and develop emerging leaders. Waste becomes more visible. Inefficiencies become less tolerable. The case for improvement becomes clearer.
The better question during tough times is not “How do we survive this?”
It is “How do we become stronger because of this?”
Capability built in hard times compounds when conditions improve.
Training and development are often seen as discretionary spend. They are frequently among the first things reduced when costs tighten. Yet development linked directly to real operational challenges does more than build skills. It improves performance, increases engagement and strengthens confidence. It signals belief in people at precisely the moment they may feel uncertain. When learning solves real problems, it is not a cost. It is an investment in resilience. And employees recognise that difference.
Pressure does not create culture. It exposes it.In strong cultures, leaders remain visible. Problems are surfaced early. Learning replaces blame. Collaboration increases because survival is collective, not individual. In weaker cultures, fear grows. Communication shrinks. Standards drift quietly. Difficult periods demand calm, consistent leadership. They demand visible belief. They demand recognition of progress, however small. Small wins create belief. Belief sustains momentum.
Momentum is rarely one dramatic initiative. It is small, disciplined progress repeated consistently.
An improvement completed. A skill developed. A process stabilised. A leader strengthened.
Over time, these actions compound.
When the market strengthens — and it will — organisations that maintained momentum are ready. They are more capable, more confident and more competitive.
Others are trying to rebuild what they allowed to fade
At Complete Lean Solutions, we work with organisations across manufacturing and operational environments to ensure economic pressure becomes a catalyst for improvement rather than a trigger for retreat.
Through structured Lean capability development, leadership programmes and workplace-based improvement initiatives, we help businesses strengthen performance while building long-term skills.
Difficult periods do not have to mean stagnation.
With the right leadership and structure, they can become the foundation for sustainable growth.
It is easy to lead when conditions are favourable.
It is far more powerful to lead with clarity, conviction and long-term thinking when uncertainty rises.
Maintaining momentum in tough times is not about ignoring reality. It is about responding with discipline and belief in your people.
Because when you engage your workforce — even when the world looks tough — you do more than protect performance.
You build resilience.
And resilience wins.