Editor’s Note: As part of our ongoing CEO Health and Wellness coverage, we invited Mark Taylor (center), a Vistage Master Chair in New York and recipient of the 2022 Don Cope Memorial Award, to share this personal story.
Twenty-four years ago, I sat at the helm of the Taylor Systems Engineering Corporation, watching the clock tick through another orderless day. It had been 60 days since 9/11 stopped the world cold, and the silence of our phones was deafening. The air in my office felt heavier with every layoff, every decision carved from fear. Then came the Vistage meeting, my escape.
Walt Sutton stood before us, his voice steady, painting a picture of the invisible backpack every CEO straps on the day they start a business; a pack crammed with worry, risk, and the crushing weight of responsibility. His words hit like a punch to the chest. For the first time, I realized how bent my back had become.
I hadn’t slept the night before. I was running on two lattes, anxious about an upcoming trade show, and doing what many CEOs do best: powering through exhaustion.
Then it hit me. My heart started racing. My chest tightened. Something felt seriously wrong.
But I didn’t say a word.
I told myself, “Don’t make a scene.” I had a dinner meeting that night. A flight to catch. Calls to make.
So I walked out quietly, got in my car, and drove 80 miles per hour to the nearest Urgent Care facility, still on the phone with my GM, still pretending I was fine.
When they hooked me up to an EKG, the nurse left the room in a hurry. The doctor followed: “You’re having premature ventricular contractions. A stress response.”
That was my wake-up call.
You can tell yourself you’re fine. That you’re strong. That you can push through. But your body always tells the truth.
As CEOs, we often believe the myth that leadership means being unshakable. We must suppress doubt, fatigue, and even illness to be effective.
But leadership isn’t about endurance at all costs. It’s about sustainability. You cannot lead if you’re unwell.
Actionable Insight: Make self-checks a non-negotiable habit. Schedule your physicals, get real sleep, and notice your stress patterns. Leadership longevity depends on it.
Back then, I believed rest was a liability. That pausing meant losing ground.
Today, I know better. Rest is not weakness. It’s wisdom. It’s preparation. It’s an act of leadership.
Your team needs a leader who is present, calm, and clear. That only happens when you’re rested.
Actionable Insight: Redefine your relationship with rest. Start small: Commit to 7 hours of sleep a day. Block time on your calendar for unstructured thinking. Take 1 tech-free evening a week.
This isn’t about willpower or weight loss. It’s about taking responsibility for your team, your family, and everyone who counts on you. Most importantly, it’s taking responsibility for yourself.
Ignoring your health is not noble. It’s neglect.
Since that wake-up call, I’ve lost 40 pounds. I work out daily. I meditate morning and night. I see a doctor the moment something feels off.
I practice Positive Intelligence to strengthen my mental fitness the same way I strengthen my physical fitness, and I became a certified Positive Intelligence coach because I believe it’s vital for effective leadership in others.
Actionable Insight: Build your health into your operating system. Create a ritual that supports your body and mind. Treat it like any other essential business function.
The CEO role is inherently stressful. That backpack Walt described? It doesn’t go away. But it can be managed. And it must be.
When we ignore the signs — the skipped meals, the lost sleep, the tight chest — we gamble with everything we’re building.
Actionable Insight: Take inventory of your pressure points. What’s draining you? What are you avoiding? Who can help? Burnout isn’t a badge of honor. It’s a signal.
I didn’t want to cause a scene. I didn’t want to look weak.
But the truth is that it takes more courage to say, “I’m not okay,” than to pretend that you are.
That moment in the doctor’s office was humbling. And necessary. Because it broke the illusion that I could do it all on my own.
Actionable Insight: Cultivate vulnerability. Share with your coach, your Chair, your trusted peers. Start a conversation. You don’t have to carry the backpack alone.
That day 20 years ago changed me and not just physically. It changed how I define leadership. It’s not about sacrifice at all costs. It’s not about toughness. It’s about alignment. It’s about clarity. It’s about taking care of the human being behind the title.
If you’re reading this and feel that flicker of recognition — if you’re wired, tired, “fine” but not well — please don’t wait for a crisis to change your course.
Pause. Reflect. Reach out. Even one small change could be your turning point.
Because leadership is a marathon. And you can’t lead if you’re not here.
CEO Health & Wellness Resource Center
How CEOs Train Like Elite Athletes for Peak Leadership
There are just some leaders who stand out among their peers. It’s not just their education or industry experience. It’s their mindset, habits, and goal-setting strategies.
What the best CEOs do is engineer success by crafting and communicating a clear, compelling vision, committing to ongoing learning, and making data-driven decisions.
“Future leaders can try to replicate what top CEOs do because there are some repeatable characteristics, systems and disciplines that people can learn from,” says Vistage Chair Heather Anderson, founder of Leading Challenges. “They’ve established a process and know and can articulate what they have done to be successful.”
Learning from the top 1% of CEOs can help you elevate your leadership style, too. However, it’s essential to define what makes an elite leader before attempting to replicate their success.
“I see business leaders who think, because of the revenue they’ve generated or the wealth they’ve amassed, that they’re a good leader,” says Jimmy Blackmon, U.S. Army Colonel (Ret.), author and a Vistage speaker. “Revenue doesn’t indicate the effectiveness of leadership. To me, an elite leader has the behaviors and traits that allow them or enable them to teach, coach and mentor other aspiring leaders.”
Here are 7 things the best CEOs do differently and tips for how you can elevate your leadership.
Exceptional CEOs understand the importance of crafting and communicating an inspiring vision. They know that it’s more than a lofty statement spoken at all-hands meetings or written on the office walls — it’s a north star that guides every decision within the organization.
“An inspiring vision is something that emotionally resonates with people to get them committed to something bigger than themselves, and it’s directional,” Anderson says. “I think in this next generation of workers, that is important.”
When discussing vision, Blackmon often references the scene in “Alice in Wonderland” where Alice asks the Cheshire Cat which path to take; he famously responds that it depends on where she wants to go. Alice admits she doesn’t care where she goes, and the cat replies that then any path will do. Without a clear vision, it’s impossible to articulate direction, which leads to confusion and disengagement among teams.
“You have to be able to effectively communicate a clear vision of what you’re trying to achieve as an organization,” he says. “When I was in Iraq, Abu Musab al-Zarqawi was an effective visionary leader because he could visualize what he was trying to do against us and the Iraqis and communicate with his direct reports.”
To unite any team around your vision, Anderson suggests:
“The best leaders allow people to see how decisions align with the vision,” Anderson says.
Gut decisions and good intuition are critical components of success. But the top CEOs don’t guess. They leverage data to make informed, strategic choices. The best leaders gather and utilize customer insights to respond to what customers are requesting.
“They are likely even using data to stay ahead of what their customers need,” Anderson says. “Using AI, using the trends coming down the pike or understanding their customers’ problems to enhance what they bring to customers.”
Anderson likens it to hockey players in the Stanley Cup. Like elite hockey players, what the best CEOs do is anticipate what is coming next so they can be proactive and “pass the puck,” helping customers solve the problems of today and the future.
At the same time, they don’t allow “analysis paralysis” to creep in. Effective, good leaders understand how to balance data with decisiveness.
“In the late 90s and early 2000s, when I was in the military, when we suddenly had unmanned aerial vehicles, we had all types of intelligence collection assets,” Blackmon says. “I saw a lot of leaders get caught up in analysis paralysis. The need to get more and more data paralyzed them from being able to make decisions. There is a fine line between analytics and decision-making.”
Numerous tools and techniques are available for data analysis and forecasting. Dashboards for visualizing KPIs, forecasting software to project revenue, demand and supply chain, customer relationship management (CRM) and people analytics are just a few strategies top CEOs use to keep a pulse on all aspects of the organization.
Meanwhile, industry-specific benchmarking tools, including the Vistage Business Valuation Tool, can help leaders to measure their company’s performance against industry norms or competitors to set realistic growth targets.
Start small by identifying the three to five core metrics most important to the organization’s strategic goals to avoid overwhelm. Simultaneously, build a data-driven culture and ask better questions.
Instead of “What’s our revenue this month?” ask: “Which product line is contributing most to growth?” or “What channel has the highest ROI?”
Elite CEOs don’t try to do everything themselves. They hire strategically, invest in development, and create the conditions for others to thrive.
They surround themselves with people who challenge them, rather than just agreeing with them. They create psychological safety where teams feel confident speaking up, taking risks, and owning outcomes.
“There is a lot of psychological work that CEOs have to do to realize that at this level, you are now the coach and no longer the player,” Anderson says. “You have to know your role, your strengths, what you bring to the team and how to bring in others.”
“One of the things I see top CEOs struggling with more than anything is realizing they need to trade up, pay, recruit and hire higher-level talent,” Anderson says. “Sometimes that means letting team members go who were there in the early years. It’s an emotional journey they go on to permit themselves to decide they’re going to add top talent even if that means letting someone go.”
Recruiting, maintaining, and motivating top talent requires intentionality. Use interviews and assessments, such as Gallup CliftonStrengths, DISC, and others, to gauge adaptability, coachability, and values alignment.
Make the organization’s mission and vision visible and believable. Celebrate wins and progress, and conduct stay interviews to learn what is keeping employees engaged or disengaged.
Perhaps most importantly, create a culture people are invested in.
Blackmon adds that one motto he preaches is, If you don’t love them [your team]. You can’t lead them. What does loving your employees mean?
“It means you genuinely care for them and you notice when they’re having an off day and you ask them with the intent to hear a real desire to hear them,” he says. “If what you do and the decisions you make are based on your bonus or your next Porsche or the boat you want to buy, they’re not going to be there for you. But if you’re making decisions for what’s best for the business, for them and their lifestyle, they’ll do almost anything for you.”
When it comes to learning, what the best CEOs do is treat self-development as seriously as they do business development. They know their company can only grow as fast as they do.
Focusing on personal growth broadens perspectives, allowing for better decision-making and more adaptable organizations. Personal growth often boosts EQ, improving empathy, communication, and conflict resolution. Teams led by emotionally intelligent CEOs are more engaged and resilient.
“The best leaders find the more they learn, the better they need to be,” Anderson says. “Being a part of Vistage peer advisory groups gives leaders monthly opportunities to learn, apply and see the benefit, giving them momentum.”
Being a CEO is lonely — but it doesn’t have to be. Top CEOs know they can’t get better in a vacuum. They seek out peer networks, mastermind groups, and advisory boards that challenge them to elevate their skills.
These relationships aren’t about surface-level networking; they’re built on trust, vulnerability, and a shared desire for excellence. The best CEOs have an extensive network of people they can reach out to for help. Anderson shares an example of a 20-year member of her group.
“There’s not a single problem he hasn’t been able to solve by contacting someone who has established a relationship with him through Vistage,” she says. “It’s those relationships that provide the resources needed to solve the complex problems of life, leadership and business.”
Another group member had to lay off 93 people, more than half of whom were in Arizona. Anderson utilized a network of Vistage Chairs to issue a request for assistance. Three Vistage Chairs responded with companies that might be able to take on some of the laid-off employees.
The days of top-down, command-and-control leadership are over. Empathy and emotional intelligence differentiate good leaders from exceptional ones.
“I’ve led through some significant crises in Iraq and Afghanistan and have yet to meet a problem that yelling and screaming about it would fix,” Blackmon says. “There isn’t room for extreme, emotionally driven decision-making in any organization. People respect your ability to maintain your emotional intelligence and to stay connected and be calm under pressure, and I think you make better decisions.”
He recommends asking yourself this question before responding emotionally, ‘And then what?’ Before reacting or using a specific tone, consider how those on the other end will receive it and if that reaction is what you want.
“A lot of times, if you just take that split second to think, ‘And then what?’ you will change the way you say it, or you’ll change the tone of what you’re saying,” he says.
Anderson notes that with her clients, she starts by defining empathy. She defines empathy as staying in a state of seeking to understand their people, organization and the external realities.
“The mistake I think leaders make is they get into binary ways of looking at people or their organization or external,” she says. “What I mean by that is good, bad, agree, disagree, right, wrong. When leaders move into understanding, they can start to problem-solve around that and make decisions around that and can pivot faster.”
The same principle applies to understanding stakeholder needs. Suppose you can understand your customer, board member, or other external stakeholder, rather than simply agreeing or disagreeing with them. In that case, you can move more quickly into problem-solving and move forward.
There’s no finish line in leadership. What the best CEOs do is approach their role with humility and curiosity. They recognize that today’s best practices could be tomorrow’s liabilities — and they stay agile and adaptive.
They reflect on feedback, pivot when needed, and never assume they have it all figured out. “Leadership and learning are an endless journey,” Anderson says. “It’s about the journey and not the destination. I think the best leaders realize success is a product of how fast they can learn the things they need for their business and have the mindset that learning is ongoing.”
Build regular feedback loops into your leadership. Whether through employee surveys, executive coaching, or peer input, make learning a permanent part of your operating system. Joining a Vistage peer advisory group also provides access to critical, objective information, as well as lived experiences from fellow leaders, and helps business leaders identify and work through blind spots.
The best CEOs don’t rely on luck; they build greatness through deliberate, disciplined action. They create and lead with a compelling vision that unites their teams, and they use data to make decisions. They commit to personal growth and invest in developing their teams. They lead with empathy, delegate and stay focused on the long game even under short-term pressure. Make time for reflection, learning, and peer connection, even when things are busy.
The most successful leaders didn’t overhaul their leadership skills overnight. They built these habits one step at a time. Start by choosing one area to focus on and improve in this quarter.
Surround yourself with people who challenge you to grow, not just agree with you. Through peer advisory groups, resources and education, Vistage can support you on your journey to achieving leadership excellence.
4 Essential CEO Leadership Traits for Success in 2025
Practical Action Plans to Improve Leadership Skills Across Various Scenarios
What happens when Seth Godin, one of the world’s most original business thinkers, challenges CEOs to rethink everything they know about strategy?
In an exclusive hour-long session with Vistage members, the bestselling author and entrepreneur redefined what it means to lead in a world shaped by uncertainty and accelerated change.
Guided by Vistage Vice President of Research Anne Petrik, the conversation spanned the evolution of strategy, the limits of traditional marketing, and the responsibility leaders have to choose significance over scale.
Drawing on key insights from his many books, Godin didn’t offer easy answers. Instead, he provided a lens through which high-performing leaders can sharpen their thinking and act with greater intent.
One of the greatest challenges CEOs face is knowing when to let go — and why that’s the only way forward. When asked how leaders can step out of the day-to-day and into the long view, Godin made the distinction clear: if you’re doing the work, you’re not doing the work of a CEO.
“If you’re actually the CEO, you shouldn’t be doing any of the jobs,” says Godin. “You should be hiring people who do the jobs … Every time you swoop in to save the day, you’ve walked away from your real job, which is to figure out what’s next.”
Godin acknowledged how difficult this can be, especially for founders who built their companies by mastering every function. But the mindset shift — from manager to true leader — is essential for sustainable growth and strategic clarity.
Watch this 1:19 clip to hear how Seth frames this turning point for high-level leaders — and why letting go is an act of bold leadership, not retreat.
Most leadership teams think they’re customer-centric. Few actually are. Seth Godin challenged CEOs to drop the spreadsheets and start with what really matters: the voice of the customer — unfiltered, unpolished, and impossible to ignore.
“Get on a Zoom call with five former customers and have them look right at the camera and explain why they left,” he says. “Then… get five people who love your product to explain why they love it. Edit it down into a 90-second video and play it for the bosses before the meeting starts.”
By making the customer experience visible and visceral, leaders shift the culture from metrics-obsessed to mission-driven. Godin pointed to iconic brands like Patagonia and Ben & Jerry’s — not for their innovation, but for how they embedded customer values into every decision.
Watch this 1:38 clip to see how this simple, human-centered approach can transform your leadership meetings — and your culture — from the inside out.
For CEOs still dabbling on the edge of AI adoption, Seth Godin had a blunt wake-up call: immersion is no longer optional. To stay relevant — and strategic — you must go beyond curiosity and build capability.
“If you’re not spending an hour and a half a day using Claude or other AI, you’re falling behind,” Godin says. “The only way to get really good at it is to do it.”
He likened generative AI to a tireless, insightful, and oddly empathic business partner — one that doesn’t want equity, just your attention. And with disruption now the default setting of modern leadership, waiting for stability is a losing bet.
Watch this 41-second clip for Godin’s urgent advice on mastering AI now — because, as he put it, “this is as normal as it is ever going to be.”
Seth Godin revisited one of his most influential concepts, “The Dip,” to help leaders recognize the difference between persistence and strategic quitting. In a world where Google ranks the best, being fourth-best simply doesn’t matter.
“If I type in ‘what’s the best whole wheat bialy in Cleveland,’ the first match is going to get all the clicks,” Godin says. “Being the fourth best one … doesn’t help.”
Between the initial excitement of starting and the reward of mastery lies the dip, a brutal stretch where most give up. But that’s exactly where the opportunity lies: when others quit, your commitment becomes a differentiator. The key is to recognize the dip before you start, and prepare to push through it.
Watch this 54-second clip to hear Godin break down how leaders can spot the dip, survive it, and come out on the other side — better, stronger, and first in line when it matters.
In a discussion packed with insight, Godin reminded us that leadership isn’t about maintaining momentum — it’s about making meaning. From questioning false proxies to embracing AI and leading tribes, his call to action was clear: the future doesn’t need more managers. It needs more leaders.
If you joined us live, revisit these clips and share them with your team. If you missed the session, you can watch the full presentation along with the modules and discussion questions. (My Vistage login required).
And remember: these takeaways are just the beginning. Lean into the uncomfortable questions. Challenge outdated assumptions. And most importantly, choose to lead — even when it’s easier not to.
Not yet a Vistage member? Join a community of high-performing CEOs committed to growth, accountability and bold thinking. Because leadership isn’t a solo act, and you shouldn’t have to do it alone.
The 6 Habits of World-Class CEOs
Building ‘Atomic Habits’ with James Clear: How to Get 1% Better Every Day
Understanding ‘Grit: The Power of Passion and Perseverance’ with Angela Duckworth
Editor’s Note: This is part of an ongoing series examining generative AI and its continuing impact on the business world.
In today’s rapidly evolving technological landscape, generative artificial intelligence (Gen AI) has emerged as a transformative force, reshaping industries and redefining operational paradigms. It offers unprecedented opportunities for organizations to enhance efficiency, innovation, and competitiveness.
For CEOs and business leaders, the imperative is clear: to harness the full potential of Gen AI, a meticulously crafted learning program is essential.
Such a program must address the diverse needs of the workforce, ensuring that employees are not only knowledgeable but also proficient in applying Gen AI tools within their specific roles. As Gen AI adoption accelerates, training programs must prioritize relevance, accessibility, and equity to ensure maximum impact.
Here are a few ways CEOs can ensure their organizations quickly and fully adopt Gen AI.
A common issue with universal training approaches is that they often fall short in addressing the unique requirements of different roles within an organization. To maximize Gen AI adoption and its potential impact, it’s crucial to develop role-specific learning modules that align with the distinct responsibilities and expertise levels of employees.
This targeted strategy ensures that each team acquires the relevant knowledge and skills pertinent to their function within the organization, driving both efficiency and innovation.
For instance, in a law firm setting, attorneys might focus on leveraging Gen AI for legal research, contract analysis, and drafting legal documents, while paralegals could concentrate on automating routine administrative tasks. Similarly, in health care, clinicians might utilize Gen AI for diagnostic insights, while administrative staff employ it for scheduling and patient communication.
Personalized and role-based learning has traditionally been challenging to implement at scale, but Gen AI offers solutions that enable organizations to overcome these barriers. By guiding your executive team to align training with specific job roles, CEOs can enhance engagement and ensure that both managers and frontline employees clearly understand how to apply what they have learned.
While understanding the theoretical foundations of Gen AI is essential, the true value emerges from practical application. Incorporating hands-on exercises and real-world case studies into training programs can bridge the gap between abstract concepts and day-to-day practice. This experiential learning approach enables managers and teams to apply Gen AI tools effectively, fostering both confidence and competence.
An effective Gen AI learning program must be accessible and inclusive, catering to workers and managers with varying technical backgrounds and learning preferences. Offering training materials in multiple formats — such as video tutorials, written guides, and interactive simulations — ensures that workers at all levels can effectively engage with the content. For example, some may prefer step-by-step video demonstrations, while others might favor detailed textual instructions.
Beyond delivery methods, inclusivity extends to addressing potential biases in training materials and the Gen AI tools themselves. Research from Harvard Business Review underscores that AI systems can inadvertently perpetuate bias if not carefully monitored.
CEOs should empower their executive teams to conduct regular audits of their training content and AI algorithms to promote fairness and equity. Partnering with external experts or adopting frameworks, such as Microsoft’s Responsible AI approach, can help organizations maintain high standards of inclusivity and ethics.
Inclusivity also means providing additional support for team members who may face barriers to learning, such as offering extra training sessions or creating peer mentoring programs. By prioritizing inclusivity, organizations foster a learning environment where every employee feels empowered to develop their Gen AI skills, enhancing organizational capability and morale.
A regional law firm recognized the strategic importance of Gen AI in maintaining its competitive edge. To standardize knowledge and leverage AI’s potential, the firm asked me to help it launch a comprehensive learning program tailored to its diverse workforce.
Attorneys focused on applications such as legal research, drafting, and risk analysis, while paralegals and administrative staff concentrated on automating tasks like scheduling, data management, and communications.
The program’s cornerstone was its emphasis on practical application. Employees participated in workshops where they applied AI tools to real-world scenarios, such as automating the review of case documents or drafting responses to legal inquiries. Training materials were made accessible in various formats — video, interactive modules, and written guides — ensuring all staff could engage effectively.
Within six months, the firm observed significant improvements:
These results underscore the transformative potential of a well-designed Gen AI learning program, demonstrating measurable benefits across multiple dimensions of organizational performance.
Despite its promise, implementing a learning program to promote Gen AI adoption is not without challenges. One common obstacle is resistance to change, particularly among those unfamiliar with AI technologies.
Likewise, many workers suffer from automation anxiety, the fear that their skills may become obsolete. To address this, leaders should emphasize the tangible benefits of Gen AI through clear communication and success stories of upskilling from within the organization.
Another challenge is maintaining engagement throughout the training process. Gen AI learning programs should incorporate gamification elements, such as quizzes and progress tracking, to sustain interest.
Lastly, organizations must allocate sufficient resources — both financial and human — to develop and sustain their training initiatives. Securing leadership buy-in is essential to ensure that training programs receive the necessary support and align with broader organizational goals, while mitigating the risks associated with Gen AI adoption.
Designing an effective Gen AI learning program is a strategic imperative for CEOs and business leaders in the era of artificial intelligence. By tailoring content to specific roles, balancing theoretical knowledge with practical application, and ensuring accessibility and inclusivity, organizations can empower their workforce to enhance Gen AI adoption and capitalize on its full potential.
The success of these initiatives lies not only in enhancing individual capabilities but also in driving broader organizational transformation. As demonstrated by real-world case studies, a thoughtfully designed learning program can unlock significant efficiency gains, foster innovation, and position organizations as leaders in their industries.
The information and opinions presented are the author’s own and not those of Vistage Worldwide, Inc.
From frustration to flourishing: Mastering Gen AI Strategy [On-demand webinar]
Lorraine McDonnell knows how to push limits.
A keynote speaker, single parent of three, and the only combined Sundoor Firewalking and Level 2 Wim Hof Method Instructor in the UK, Lorraine has made it her mission to help leaders build mental resilience and unlock their full potential.
Her philosophy is that the biggest barriers leaders face are the ones they create in their own minds. “The limitations we feel are just perceptions and self-sabotaging beliefs,” she says. “But when we think we’re challenged to the max, we’re actually only at about 40% of what we can achieve.”
At CEO Connect this October, Lorraine will lead an exploration of resilience, mindfulness, and the mindset shifts that enable leaders to push past their self limiting beliefs and unlock the remaining 60% of their potential.
“It’s about helping guide leaders past their limits, fears, and obstacles.”
Turning fear into focus
Self-sabotating beliefs are part of being human. Everyone has them. But not everyone chooses to listen to them.
And, for Lorraine, it’s that choice to push through that fear and self-doubt that leads to real results.
“The Andy Murrays of tennis and the Mo Farahs of long-distance running all have something entrepreneurs want to harness: Unwavering self-belief,” she explains. “They don’t hesitate. They don’t doubt themselves. It’s that degree of hyper-focusedness.”
But how do you get there?
Lorraine is the only combined Sundoor Firewalking and Level 2 Wim Hof Method Instructor in the UK, and has built a career around helping people face fear head-on.
That means facilitating people as they walk barefoot across 800-degree coals, or guiding groups in extreme cold. “Up the mountain, in the snow in shorts, anything down to minus 20 degrees with a windshield factor,” she adds.
These aren’t stunts. For Lorraine, they are carefully designed exercises in focus, resilience, and mindset. It’s about rewiring how the mind and body respond under pressure.
“A rational thinker, which I believe I am, would be quite fearful of walking over 800-degree hot coals,” she explains.
“But it’s about overcoming the fear, grounding yourself and teaching your body and mind a different narrative. That’s the level of visualisation, breathwork and mental resilience I train people to achieve.”
The power of visualisation
What separates high achievers from everyone else isn’t always just talent or hard work. It’s the way they train their minds.
“20% of people in the world who are pushing themselves to a very high degree of success, including entrepreneurs, sporting athletes, and business leaders, use manifestation and visualisation techniques,” Lorraine explains.
At its core, visualisation is about training the brain to believe in an outcome before it happens. By picturing success vividly and repeatedly, you create a new mental script. For Lorraine, it’s a practice that underpins both personal resilience and peak performance.
In 2023, she put this into action on her climb to the summit of Mont Blanc, the highest mountain in Europe outside the Caucasus Mountains at a staggering 15,766 ft. Of a group of seven climbers, Lorraine was one of just three who made it to the top.
“I was a novice climber with no mountaineering experience. The snow was thigh-deep, and many people were being helicoptered off the mountain,” she says. “But when my legs thought they were going to fall off, I visualised and meditated. I knew that, because I’d visualised the summit, I was not going to fail. No matter what.”
So, how do leaders use these same visualisation and manifestation techniques to achieve success in the business world?
A vision board is a great place to start, Lorraine says. Search for images that represent your goals and dreams for the year and place them in an area where you’ll see them daily.
“They don’t need to be huge goals to start with. It can be like going from couch to 5K running for the first time,” she explains. But over time, these images become ingrained in your mind and reshape the way you think.
“An opportunity will cross your path, and you’ll just instinctively go for it, with no self-sabotage in your mind. That will encourage you to dream bigger the next year, and the year after that.”
She concludes: “It’s wonderful because everyone can do it, it costs you nothing, and it will absolutely change your life.”
Practical tools for thriving under pressure
Lorraine’s upcoming session is designed to give leaders practical tools to reset, refocus, and take back control in high-pressure environments.
“Regardless of how difficult we find a situation, we always have a choice,” she explains. “You can choose how you react to it, how you deal with it, how you overcome it. All it takes is a fraction of a millisecond to shift your psyche.”
Her approach combines breathwork, grounding techniques, and mindfulness to help leaders reduce stress and break free from fight-or-flight mode. “Those who learn breathing techniques and meditation are working off a completely different playing field,” she says.
Her closing message is a reminder to make every moment count: “We’ve only got one shot at life. It’s not a dress rehearsal. We might as well all max it out.”
Sign up for Lorraine’s session at CMO Connect this October via the link here.
“Uncertainty” is the word on the minds of most small and midsize business executives in 2025. A plethora of policy decisions, decelerating job growth, and rising inflation due to tariffs have led countless leaders to worry about an economic downturn and question the direction of their businesses.
Nearly two-thirds of small business owners cite economic uncertainty as their primary concern, according to the National Small Business Association (NSBA).
Each year, the NSBA surveys small business owners about the state of their companies, their views on the current economy, and their confidence in future growth. The NSBA Small Business Economic Report found 59% of leaders worried about economic uncertainty — the highest percentage in 13 years.
Respondents were asked to identify the three most significant challenges to the future growth and survival of their business. Following economic uncertainty were U.S. political instability (36%), a decline in customer spending (33%), inflation (26%) and tariffs on foreign goods (22%).
In times of economic downturn and uncertainty, strong leadership is critical to the ongoing sustainability of a business. Employees look to their leaders for guidance and confidence, particularly during times of angst. Leaders who can use clear communication to build trust and reduce anxiety in their organization can not only be effective at navigating an economic downturn, but they can also turn challenges into opportunities for innovation and growth.
“Communication is key all the time, especially during times of uncertainty,” says Larry O’Toole, CEO and founder of Yosemite Associates, LLC. “Leaders have to communicate their view of the uncertainty and their plan for navigating it.”
Klyn Elsbury knows all about uncertainty. When she was 24 years old, Elsbury’s life almost ended due to cystic fibrosis. Each breath she took was a challenge. She spent months in intensive care.
Doctors estimated she had a 1% chance of survival. Elsbury could have given up.
But she didn’t.
Elsbury fought. She didn’t let outside factors impact her internal drive and determination. And she survived.
Through that process, Elsbury, who today leads her own leadership sales training company, learned that resilience is about adapting, strategizing and taking control of outcomes. It’s a mentality that she says is critical for leaders who not only want to survive an economic downturn but also want to thrive despite the uncertainty.
“The thing I love about leaders — and leader doesn’t need to be a title — about entrepreneurs and CEOs is that most have been through enough stuff in their life and, rather than run away, they leaned in,” she says. “I think a lot of them attach some kind of an identity around it so that way they can use it to help other people.”
The organizational identity leaders create also becomes critical during an economic downturn.
“I am a big proponent of the companies that lead with their core values,” Elsbury says. “We need to be able to lean on each other and put our emotions aside to get work done.”
When Elsbury thinks of core values, she doesn’t think of words like transparency or integrity. The best core values, she says, are those that depict what makes a company what it is — and what it’s trying to be.
One company that Elsbury admires has a core value statement that is contrarian to what many people may look for in an organization. The statement is that the company does not believe in work-life balance. Leaders at the business do not have an issue with people who aspire to find a comfortable split between their lives in and out of the office; they just don’t feel that that desire would match the company’s culture, particularly during an economic downturn.
“When you build your core values, you’ve got to think of them as what if the company’s not going well?” Elsbury says. “That needs to be your guiding principle.”
Living those values — in good times and bad — is what epitomizes strong leadership.
To be an effective leader, it is essential to depict confidence. There is a line between confidence and arrogance that should not be crossed, but an organization with a confident leader can withstand many obstacles.
It’s hard to overcome uncertain leadership.
“The ripple effect is that the uncertainty permeates the organization even worse than the leader might be feeling about the uncertainty,” O’Toole says. “If a crisis is causing a leader to be concerned, multiply that times 10, and that’s how the employees are feeling about it because they have to worry about having a job.”
One way to prevent uncertainty from ever developing within an organization is to have a sense of trust between leadership and employees. It’s easy to say that trust matters — it’s harder to create a culture where it truly exists.
To build trust within a company, particularly during an economic downturn, leaders must communicate effectively with employees, stakeholders and customers.
“Communication and actions that support those communications are how trust gets built and maintained,” O’Toole says. “When there is a lack of communication, employees assume the worst and lose trust.”
Once trust is lost, it is hard to regain. To avoid that pitfall, leaders must communicate consistently and effectively. Elsbury prefers all communication to be written and easy to read.
“Don’t send me a 42-page document,” she says. “I think that the easier and more simplified we make our communication, and then we actually follow said communication, the better overall health we have internally.”
Elsbury is a huge proponent of the Hemingway app, which helps make writing clear and concise. The free version of the app highlights sentences that are too complex or hard to read. It also flags words or phrases that could be replaced with simpler alternatives.
The paid version of the app leverages artificial intelligence to fix the edits. It also features an advanced grammar checker and an option to adjust the target readability of the written text.
When O’Toole considers effective communication tips, he weighs the difference between “quality” and “quantity”.
“Effective communications strategies include quality of communication, consistency of communication and follow-through on communications, meaning do what you say,” he says. “Too often leaders turn to communicating, but it’s poor quality communication, so they then offset this by having more quantity, and that only makes things worse.”
Just as leaders can build trust through effective communication, they can also foster a communal culture of resilience and positivity by demonstrating these traits through their own actions.
“Walk the talk,” O’Toole says.
Elsbury leads workshops in instilling resilience within organizations. To her, a crucial aspect of culture-building occurs during the hiring process. For example, she looks for people who are self-starters and bring energy to the world.
“If you are not an excitable person, that’s on you,” she says. “If I’ve got to teach you to be motivated, we’re not going to work. That, then, becomes the culture.”
During interviews, Elsbury also likes to ask people to briefly recall one of the most traumatic experiences of their life. She doesn’t want them to tell her about it, but instead, she asks them to journal for a minute or so about the lessons learned from the experience.
Elsbury seeks individuals who share valuable lessons, such as the importance of compassion and teamwork, derived from those traumatic moments. Those people have the potential to be natural leaders, she says. Conversely, she knows that a person who casts blame on others or cannot identify learning opportunities is not someone she wants to work with.
“That is not the default personality I want,” she says. “In times of organizational crisis, I’m not looking for a victim mentality.”
For many small businesses, a reality during an economic downturn is that cuts will need to be made. The key is striking a balance between short-term cost-cutting and the organization’s long-term vision.
Elsbury says the biggest business mistake she’s ever made cost her $60,000. The mistake began when Elsbury hired a consultant who provided no added value to the business and was ultimately let go.
What Elsbury did not realize until later was that the consultant had a clause in her contract entitling her to a portion of the company’s revenue from the time she was fired through the end of the contract.
It was a painful short-term loss, but according to Elsbury, it was worth it for the long-term health of the business.
“Did that suck? Yeah, of course it did,” she says. “But ultimately to pay a $60,000 price tag not to have her affiliated with my brand was the best decision I made.”
When a company faces financial pressures, O’Toole believes the key to balancing immediate cuts with future needs comes down to what the company is about.
“First, I ensure that we know what the core competency of the business is and protect it, even during cost-cutting,” he says. “Second is I don’t lose sight of the long-term vision but will adjust the near-term actions as needed.”
In her personal life, Elsbury found ways to turn challenges into opportunities. She was literally facing her final breaths when she changed her mindset and found a way to redefine her reality.
The same is true for businesses, she says, particularly now with the rapid rise and adoption of artificial intelligence.
“I tend to believe that the future is always better than the present,” she says. “Right now, the present’s freaking amazing. I believe there has never been a better time for technology and the advancements we are seeing, not only in AI, but in allowing people to be creative and work independently.”
She knows that there are people who harbor negative feelings toward artificial intelligence, and while she acknowledges some concerns about the technology, she believes that optimism is what drives innovation.
“We’re entering a new cycle with technology that could impact all facets of business,” she says. “The people who can adapt to it and communicate through it, their future looks bright, but the people who are stuck clinging to the good old days, I think they’re going to start to really struggle.”
The COVID-19 pandemic and ensuing economic downturn have illustrated numerous examples of businesses that turned challenges into opportunities for innovation. Restaurants developed build-it-yourself box kits. Hair salons offered in-home practices.
Elsbury worked with one client who, before the pandemic, wanted to end his lease on a 9,000-square-foot office in San Diego in favor of a remote workforce. The client could never fully justify the change, and so he waited.
Then came the pandemic. The client was forced to create a workflow for a fully remote team, and the transition was successful. It likely would not have happened, though, without the leader being forced to innovate.
“What is the decision you’ve been putting off that, if an emergency happened, would be a no-brainer?” Elsbury says. “If you are debating making a switch, just do it now. Why wait?”
One of the most important realizations leaders can make is that they don’t need to navigate economic downturns on their own.
They have a team for a reason, and in times of angst, it’s crucial to rely on team members to do what they do best. It is also crucial to have a network of other leaders who can serve as resources, particularly during challenging times.
As a Vistage member, Elsbury’s seen that value firsthand.
Vistage provides CEOs with the tools and support needed to thrive. Most importantly, Vistage offers a network to bounce ideas off, providing leaders with the space and resources to learn and grow.
“You need some kind of a catalyst to spark new ideas,” Elsbury says. “The more education we get, the more creative we are.”
Why Perspective Means Power in Times of Uncertainty
Designing the Future: Creating Certainty When Certainty is Hard to Find
The demands of leadership are relentless, and, increasingly, CEOs and business leaders are recognizing that performance at the top starts with personal well-being. The health of an organization often mirrors the health of its leader.
Our latest research confirms the growing attention on wellness in the C-suite: almost 70% of CEOs admit feeling burned out regularly, with nearly a quarter experiencing it frequently or nearly every day. While leaders recognize the critical role health plays in sustaining their performance, many still struggle to prioritize it consistently amid the demands of leadership and the ever-present “always on” culture.
To support leaders in building sustainable habits that enhance both personal performance and business outcomes, Vistage has created this resource center. Here, you’ll find actionable insights, strategies from trusted experts, and stories from fellow CEOs who are navigating their own health journeys.
Our latest piece from Vistage Research explores why focusing on CEO health and wellness is imperative for leaders.
To help with your CEO health and wellness goals, we have curated:
‘I Thought I Was Having a Heart Attack’: 5 Lessons on CEO Health and Leadership
Vistage Chair Mark Taylor recounts his health scare and the lasting lessons and changes that continue to shape his journey.
CEO Burnout Prevention: How Resilient Leaders Prioritize Wellness During Uncertainty
Discover how to combat CEO burnout with resilience training, wellness strategies, and proactive leadership in times of uncertainty.
How CEOs Train Like Elite Athletes for Peak Leadership
Vistage CEO Sam Reese shares why top CEOs train like elite athletes and how discipline, goals, and resilience shape the habits of the best leaders.
How CEOs Can Use Mindful Movement to Combat Chronic Stress
Vistage speaker Dr. Greg Wells offers practical stress-relief exercises, including mindful walking and stretching, tailored to help busy executives stay grounded, focused and energized in high-pressure roles.
The ROI of CEO Wellness: Why Your Health is Your Company’s Greatest Asset
Discover how CEO wellness boosts business performance. Explore simple, high-impact health strategies specifically designed for leaders and owners of small and midsize businesses.
‘CEOing’ Your Health [Vistage Perspectives]
Great leadership starts with well-being. Learn how Vistage supports members by prioritizing physical and mental health through new partnerships and wellness benefits.
Managing CEO Stress: 5 Strategies Leaders Can Use to Beat Burnout
This blog explores 5 powerful strategies to manage stress and avoid burnout while creating a more sustainable work-life balance. From setting boundaries to focusing on self-care, these tips are tailored for today’s high-performing leaders.
CEO Confidence Cools: Uncertainty Derails Workforce Expansion, Adds to Burnout
Between tariffs, general economic and political instability, and talent shortages, it’s little wonder that nearly 25% of CEOs report experiencing feelings of burnout daily. Learn more about the causes and effects of burnout in the Vistage Q2 CEO Confidence Index report.
Dealing with Stress as an Executive
Don’t let executive stress take a toll on your mental, physical and emotional well-being. Check out these steps for reducing stress and its harmful effects on health.
Want to Prevent Burnout? Keep Your Back Burner Lit.
Feeling exhausted at work? Vistage speaker Mitch Harrison shares a simple 3-step framework to help you combat burnout and keep your workplace wellness in check.
10 Realistic Ways for CEOs to Improve Their Mental Health
Vistage speaker John Panigas shares how a depressive disorder led to developing a 10-step self-care routine to rebuild mental health and overall well-being
Enjoying Life After a Life-Altering Battle
Eco System Pest Control CEO Bill Douglas was thriving — until a life-altering cancer diagnosis turned everything upside down. Discover how Vistage “had his back” during treatment, providing unwavering support that helped him not only beat cancer but also successfully sell his company for over $10 million.
How Les Whitney Found ‘Cancer’s Gifts’
Meet Vistage Chair Les Whitney, who has lived with Stage 4 lung cancer since his diagnosis in 2019. Learn how Les continues to function, grow and enjoy life with the help of longtime friend and fellow Chair Lindon Crow.
Dan Miller: Act Like an Animal
In this video, Vistage speaker Dan Miller explains why CEOs must prioritize wellness and shares how better health can boost leadership and performance.
Sports, Leisure and Wellness Network
Join the Vistage SLW Network, the go-to forum for information on recreation, leisure, sporting activities, and physical and mental well-being (My Vistage login required).
As part of our investment in the performance of our members, Vistage has partnered with the organizations below to offer exclusive benefits. Learn more from the links below. (Note: These resources require a My Vistage password.)
Recharge Your Leadership at Canyon Ranch
A Michelin-rated experience, Canyon Ranch offers plans and retreats designed to help leaders recharge, reduce stress and boost performance. Gain exclusive access to preventative care, physical assessments and personalized plans for optimal health and vitality.
Sometimes the best treatment for cancer is time. The Galleri test offers a multi-cancer screening that can identify over 50 types of cancer before symptoms arise. With Galleri, you can enhance your well-being and business stability while reducing potential disruptions.
Marqi Medical: Lead Your Health Like Everything Else
Marqi delivers proactive, personalized, and predictive health care — all designed specifically for decision-makers. Prioritize an approach to strengthen your leadership, keep your business stable, and minimize disruption so you can stay focused on growth and impact.
Chart Your Next Chapter with Modern Elder Academy
MEA helps navigate mildlife transitions with clarity, purpose, and community. Discover how MEA’s immersive workshops can help unlock new possibilities for life’s next chapter.
Looking for an expert to work with your company or speak to your group? Click below to learn more about these speakers in the Vistage community (My Vistage password required).
For more resources, visit the My Vistage speaker page and search for “Wellness” in the “Personal Development” category.
Full Tank: Building Rhythms to Avoid Burnout and Show Up At Your Best
In this on-demand webinar, Vistage speaker Mitch Harrison demonstrates how to create a personalized, actionable plan to recharge your energy and sustain peak performance for the work that matters most.
Be a Happy Human and Leader
Vistage speaker Dan Miller introduces the Happy Human Program, which identifies the 6 aspects of health, wellness and longevity, and provides easy-to-implement actions to help the body and mind perform at above-optimum levels.
When the COVID-19 pandemic struck in 2020, it brought unprecedented uncertainty, including a break in a 10-year run of economic stability. CEOs had become accustomed to a relatively consistent and predictable business environment; they knew what to expect and how to plan for it. However, the pandemic ushered in a new era marked by rapid disruption, unpredictability, and the accompanying uncertainty.
Looking back at Q2 2020, Vistage’s quarterly survey tracking CEO sentiment suddenly dropped 19.2 points from the previous quarter. A state of uncertainty and fear left many CEOs frozen in place while the specter of a sci-fi pathogen loomed. As the pandemic continued to fluctuate for years, the Index experienced significant volatility. It whipsawed from its Q2 2020 low to a peak just four quarters later, only to plunge back down exactly a year later and subsequently bottom out at the low end of its range.
After remaining relatively stable — albeit sluggish — it peaked again last December with the entry of a new administration into the Oval Office, only to reverse its gains when the federal government introduced its “on again, off again” tariffs and trade policy changes in Q1 2025.
Over the last five years, CEOs have been forced to navigate uncertainty and become at one with rapid change. They’ve had to throw out every book on business and reimagine what success looks like and how to achieve it. Over time, this prolonged state of disruption and uncertainty has, unsurprisingly, taken its toll on the workforce, customers and CEOs themselves, who often shoulder the brunt of the rapidly changing business environment while trying to project a demeanor of calm and decisive leadership.
It’s no wonder that nearly a quarter (24%) of respondents reported experiencing feelings of CEO burnout daily or frequently in Q2 2025, with a whopping 44% stating they occasionally feel the pressure. In open-ended responses about the causes of CEO burnout, several cited overwork, lack of delegation, long work hours and working “in” the business rather than “on” it. Many expressed they are being stretched thin due to insufficient support from their leadership teams or being responsible for multiple roles.
Some choose to bury their stress and move on, but many more are taking proactive steps to condition their body and mind to deal with the volatility and uncertainty of 2025 and beyond.
Nearly three-quarters (73%) of CEOs prioritize regular physical activity, which is known to relieve stress. However, while 83% agree or strongly agree that movement plays a meaningful role in improving their patience, mood and decision-making, 50% find that their schedule often interferes with their ability to exercise. CEOs must be willing to protect their calendars to ensure physical fitness is a non-negotiable part of their routine — especially when combating CEO burnout.
Proactive health measures are key to maintaining optimal health, with 71% of CEOs agreeing that they proactively address minor health concerns before they become significant issues. Additionally, 81% report staying current with preventive health measures, including annual physicals, blood work, and screenings.
Two-thirds (64%) of CEOs say vitamins are a key part of their preventative health routine.
Mental health is a priority for CEOs — it’s just about finding what fits best into their schedules consistently. Indeed, 42% of CEOs intentionally schedule time to mentally recharge. Some report engaging in spiritual practices (daily prayer, attending Mass), while others highlight cognitive recovery, therapy, or meditation.
While 40% say they struggle to get the right amount of sleep, leaders widely emphasized the importance of adequate sleep and structured rest. Many CEOs are using sleep technology (e.g., Chillipad, Oura, trackers), while others rely on recovery tools (e.g., massage, sauna, cold plunge) or dedicated time to disconnect.
The business landscape is unlikely to become more predictable anytime soon. Airline flight attendants have long emphasized the importance of securing one’s own oxygen mask before assisting others. For executives, this means prioritizing their mental, physical, and emotional well-being to stay effective leaders and avoid CEO burnout in uncertain times.
This story first appeared in Inc.
CEO Health and Wellness Resource Center
The ROI on CEO Wellness: Why Your Health is Your Company’s Greatest Asset
My Coaching Journey
I recently hit 25 years of being a Chair and it’s understandably given me some chance to reflect on everything that’s been wonderful and how some things differ from my early expectations.
In April 2000 I started running meetings with groups of CEOs and also my coaching journey with 121s began.
To say I was nervous is an understatement and I was sceptical as to whether my business experience would be relevant for many of my members who ran very different types of organisations than I had.
I have since learnt that most challenges are around money or people in one form or another .
I also thought that to prove my worth I would need to be able to offer key nuggets of advice and navigate my way around problems I didn’t really understand, like the heavy industrial manufacturer who had a dilemma around which expensive new machine to invest in.
At the heart of my coaching is a belief that usually the person you are helping knows the answer to their dilemma and it is my job to ask the right questions, feed back observations and challenge limiting beliefs.
There are occasions when you may have very specific experience of a highly specialised nature where it may be appropriate to share and be more directive (my example is always if a building is on fire and I am with someone who knows the way out I don’t want coaching towards the exit)
Mostly we do not need to switch into advice mode (however seductive it feels) and helping someone come to the best conclusion without too much steering is very powerful and rewarding.
The best coaching questions for all of us stem from curiosity and do not have the solution, that has popped into your brain, embedded in them.
It always sounds incredibly easy but in practice takes some mastering and self management.
In my view in order to become a great coach you have to work on yourself first.
I have many traits which are not a great basis for coaching (a butterfly brain with a short attention span).
I have worked hard on these and other traits through self coaching and it has made a tremendous difference for me personally as well as the people I work with as a coach.
Coaching is not for fixing others, it is understanding how you can improve yourself and then help others do the same.
Peter Hills – Vistage Group Chair
After July’s modest boost in confidence, the WSJ/Vistage Small Business CEO Confidence Index dropped slightly in August to 85.0. Beneath this relative stability, however, lies a growing undercurrent of uncertainty, driven by shifting policy signals and unanswered questions about the recently passed One Big Beautiful Bill Act (OBBBA).
Nearly half of small business leaders report that their economic uncertainty has grown in the last few months. Simply scanning headlines of tariffs, trade, and other legislation reveals plenty of unknowns. Even the OBBBA, with its major tax provisions, has been slow to gain positive traction.
While confidence dipped only slightly in August, uncertainty remains high as businesses prepare for potential changes and the implementation of new tariff policies. Some leaders are absorbing higher costs, while others are passing them on to customers. “A few of our vendors have raised their prices on certain items due to tariffs. We have just passed along the cost to our customers,” says Guillermo Arrieta, President of GA Flooring in Highland Park, New Jersey.
Bob Pilon, CEO of Dynamic Tub, Inc. in Maquoketa, Iowa, notes that they have implemented a “120% pass-through of all international tariff charges,” a stark example of how quickly cost pressures can escalate.
Other small business leaders report that projects are stalling. Delayed capital investments and client hesitancy to move forward underscore the domino effect of policy uncertainty within specific industries.
Even for those not making immediate changes, the possibility of shifting tariff policy continues to shape decisions, prompting some leaders to proactively adjust pricing, delay spending, or prepare contingency plans for supply chain disruptions.
Despite business-friendly tax policies, the OBBBA has yet to spark widespread enthusiasm. Just over a third of small business leaders view the bill positively, while 28% remain neutral and nearly a quarter (24%) express a negative outlook.
While the legislation contains provisions that could benefit businesses, particularly around tax stability and incentives, more than half (53%) of small business leaders report they are not planning any changes in response at this time. Among those who are, the primary focus is on workforce investments:
Supporters of the legislation highlight its promise of stability and growth. Business-friendly policies will encourage investment in the business. Scott Erickson of Erickson Outdoor Lighting in Mound, Minnesota, says the bill will help “keep business taxes low so we have the confidence to hire and grow … businesses will thrive in the next few years.” Other leaders stressed that permanent tax rates create stability, and that reinstating accelerated cost recovery gives companies a stronger incentive to invest in capital.
Dale Lemmons, President and CEO of Interstate Wood Products in Kelso, Washington, underscored this point, calling out that a key advantage of the OBBBA is “tax certainty going forward and permanent tax relief.”
For many leaders, however, the risks outweigh the potential rewards. Their chief concern centers on deficit spending and its long-term economic impact. Tom Ratliff, President and CEO of Canopy Corporation in Birmingham, Alabama, cautions that “Continued deficit spending is pushing the country toward unsustainable debt levels. This trajectory risks weakening the economy, which could directly impact our business.”
Joe Beranek, President/Owner of Evergreen Tool, Inc. in Peshtigo, Wisconsin, echoed this sentiment, warning that “the greatest challenge is the increased deficit having a negative impact on the strength of the dollar.” John Kookootsedes, CEO of IAG Insurance Services in Ladera Ranch, California, pointed to broader social implications, saying, “making tax rates more permanent gives certainty, the restoration of accelerated cost recovery also helps with capital investments.”
While economic confidence remained somewhat stable in August, leaders continue to navigate an environment shaped by shifting policies, uneven demand, and funding changes. Uncertainty is more than just a buzzword or headline; it is a reality small businesses face. Nearly half of small business leaders (47%) report that their uncertainty has grown in recent months, a concern reflected in the 44% who say current economic conditions are worse than a year ago and the 35% who anticipate further decline the year ahead.
Some describe the current environment as a pause before potential disruption. “A few months ago, the business environment outlook was dire — tariffs and war. Now tariffs are real, Fed rates have remained unchanged, the job market looks horrible, war seems imminent, and yet several other indicators seem to look pretty good,” says Ryan Surber, CEO of Sector Technology Group, Urbandale, Iowa. All things considered, it just seems we are in the ‘calm’ before the storm.”
Others are already feeling the slowdown. Joe Sziabowski, President/CEO of Hardaway|Sziabowski Architects in Wellesley Hills, Massachusetts, notes, “Clients are holding back on project starts; projects are starting and stopping unexpectedly; there is a lack of continuity and delayed schedules.”
There are still pockets of optimism found in industries not impacted by tariffs. “Better bid opportunities, better employee morale concerning economy, and lower variable expenses & fuel costs,” says Brock Bruce, Founder, President and CEO of PROSHRED in Houston, Texas. This mix of perspectives reflects the reality for many small businesses; while some are capitalizing on improved conditions, others are bracing for the next wave of challenges.
While the Bureau of Labor Statistics was making headlines at the time of the survey, it’s important to note that there are many stories to be revealed from any dataset; Taylor St. Germain from ITR Economics reminds us that the labor trends reported in July are not as dire as headlines might indicate.
Since the start of 2025, 47% of small businesses have maintained headcount, 31% have expanded, and 22% have reduced staff. Looking ahead, 43% expect no change to their workforce during the next year, 44% anticipate adding workers, and 12% foresee workforce reductions, often by not replacing roles lost through attrition or retirement.
Some leaders are seeing enough demand to drive expansion. “Clients are more ready to hire than they were last year,” says Shannon Russo, CEO of Kinetix in Atlanta, Georgia.
Meanwhile, others are taking a more cautious approach. “Not replacing people who quit to be as conservative as possible during this time of uncertainty,” explains Jen Augustyn, CEO of The Dealey Group in Dallas, Texas.
The same goes for Kendra Prospero, CEO and Founder of Turning the Corner HR in Denver, Colorado. “Uncertainty has forced me to not back-fill roles.”
Policy shifts, ongoing uncertainty surrounding the OBBBA, and mixed workforce trends indicate that business leaders should adopt a proactive approach to planning. Key actions to consider:
The August WSJ/Vistage Small Business CEO Confidence Index was calculated from an online survey sent to CEOs and other key leaders who are active U.S. Vistage members. The survey, conducted between August 4 and 11, 2025, collected data from 450 respondents with annual revenues ranging from $1 million to $20 million.
To explore the full August 2025 WSJ/Vistage Small Business data set, visit our data center or download the infographic.
The September 2025 WSJ/Vistage Small Business CEO Confidence Index will be calculated from small business respondents to the quarterly Vistage CEO Confidence Index survey, which will take place September 2-16, 2025.
