what the government shutdown taught me about leadership

Can we talk about the shutdown for a minute?

I know, I know…politics. But stick with me, because this isn't about taking sides. It's about what I saw happen that I see play out in businesses, leadership teams, and partnerships all the time.

When I watched it unfold, all I could think was: "I've been in this room before." Different players, different stakes, but the same dynamics.

Leaders dug into positions. Communication that divided instead of aligned.

Decisions stalling while everyone waited for the other side to blink first. And meanwhile, people just trying to do their jobs got caught in the middle.

Sound familiar?

Let me break down what I saw—and more importantly, what you can do differently if you recognize any of this in your own leadership.

They Lost Sight of What They Were Actually Trying to Achieve

Here's what killed forward movement: nobody could agree on what they were really working toward in the big long-term picture.

When I work with leadership teams, one of the first things we do is get clear on what I call your Polaris Point—the true north that guides every decision. It's the answer to "what are we ultimately here to accomplish?"

The shutdown showed what happens when leaders lose that. Instead of "what serves the outcome?" it became "how do I win this?”

And once it's about winning instead of solving? Paralysis.

Here's the question for you:

Can your team clearly articulate what you're working toward? Not just this quarter's goals, but the bigger "why"? Better yet, how will their role propel towards that Polaris Point?

If everyone's operating from different agendas, that misalignment will show up in every major decision you make. You'll feel it in the stalled momentum, the friction with key team members, the conversations that go in circles.

If that's happening, it's time for a reset of the big vision and how each person can contribute towards that goal in a measurable way. 

Waiting Too Long to Have the 'Hard' Conversation

Days turned into weeks. Opinions and positions hardened. And by the time they finally came to the table, the damage went beyond the operations and the process. The overall trust eroded in the community, frustration built, people stopped believing anything would actually change.

I see this in companies constantly. Leaders avoid hard conversation because it's uncomfortable. They wait for the "right time" or "more clarity" or "things to settle down” or worse yet, make excuses to maintain the status quo simply because that is the way it “has always been”.

Meanwhile? Momentum dies. Trust diminishes.

The reality: The longer you wait to address it, the harder it gets. Not easier. Harder.

If you're avoiding a tough conversation with key leaders of your team, your spouse or partner, or even just yourself about what needs to change—every day you delay conversation increases the cost to the entire organization.

Momentum doesn't pause while you gather courage to have the hard conversation. It reverses on a deeper level in ways that are much harder to repair in the long term.

What to do:

Stop waiting for perfect conditions. Put it on the calendar this week. The discomfort is temporary. Faster momentum is right around the corner. Have the conversation. 

Some Decisions Were All Data, Some Were All Emotion…Both Failed

During the shutdown, I watched for common patterns…some leaders made decisions purely from emotion, fear of looking weak, reactivity to criticism, need to save face.

And others ignored human reality entirely, focused only on their position and the data that they believed supported it.

Both approaches failed.

The leaders who navigate complexity well? They act differently.

They ask: "What does the data tell us?" AND "How will this land with the people involved?"

They use numbers to guide their instincts. They make space for emotions, their own and their team's, without letting emotion make the call.

That's where emotional intelligence becomes your strategic advantage. It's not about being "nice" or feeling “balanced”, it's about reading the situation accurately and making decisions using both data and emotional assessments.

Your next big decision:
Ask both questions:

What does the data say?

How will this impact morale, trust, and momentum of my team and community?

Then integrate both. That's strategic leadership.

Your Team Is Always Watching

Here's what became painfully clear to everyone in the USA: when leadership is stuck, the people doing the work pay the price.

Your team notices how you handle conflict. Whether you avoid hard conversations or face them. Whether ego drives your decisions or the mission does. Whether you move with urgency or let things stall due to lack of communication and decision making.

You set the tone. Always. Your team will follow your example.  Do you want your inability to negotiate to be the tone and example for your team?

So What Are You Going to Do Differently?

The shutdown is ending. The lessons remain.

Three questions for your reset this week:

Do you have a clear Polaris Point? Can your team articulate the same north star, or is everyone navigating by different maps?What conversation are you delaying? The cost compounds daily. What changes if you schedule that hard conversation this week?Are you integrating data AND emotional intelligence? Or leaning too heavily on one while ignoring the other?

Strategic leadership is about calm confidence and diplomatic action.

Your team is waiting for you to lead.

What's your next move?

If you're realizing you need help getting clear on your Polaris Point, navigating a tough conversation, or developing the leadership capacity to handle what's ahead—I'm here. That's what I do.

In your corner,
Kasey

P.S. If this is hitting home for you or your leadership team, I offer Strategic Advisory Days and team workshops focused on leadership alignment, decision-making frameworks, and navigating complexity without burning out. Just reply with "Leadership" and I'll send you details.