Chaun Powell shares insights, routines and practical advice for leaders on Navigating Uncertainty
IN TODAY’S FAST-CHANGING business landscape, uncertainty is the rule rather than the exception. From economic shifts to technological disruption, leaders must learn to adapt quickly, make decisions under pressure and guide their teams through ambiguity. Understanding how to navigate these challenges can make the difference between thriving and simply surviving.
Chaun Powell, president of Elevate by Principal, has spent his career helping businesses grow while embracing uncertainty as an opportunity. With experience across startups, healthcare and small business consulting, Powell has developed a unique perspective on resilience, decision-making and the mindset required to lead effectively in unpredictable times. In the following Q&A, he shares insights, routines and practical advice for leaders striving to stay agile, grounded and successful – even in the face of constant change.
TMJ: Can you share how you began your career and how you got to where you are today?
Powell: Many of us fail to recognize that we have the skill set and experience of entrepreneurship baked into us. I teach a class at Denver University in the master’s program and I often ask students if they consider themselves entrepreneurs. Usually, fewer than 10% raise their hands. Then I ask, “How many of you had a lawnmowing business, sold lemonade or washed cars?” Every hand goes up. We all start with an entrepreneurial edge, but as we mature, we tend to forget it.
For me, the journey began with curiosity and exploration and figuring out how the basic economy works. After undergrad, my first job was in Spain. One lesson I learned there was not to box yourself into thinking about what the next step has to be. If you can think outside the typical societal path – high school, undergrad, grad school – it opens up opportunities.
Following my time in Spain working with the Administration of Business and the Spanish government, I moved to Chicago, working in operating rooms at major trauma centers, selling orthopedic trauma equipment. There, I learned I had to act with agency, drive my own business and triage effectively, a theme that has carried through my career.
I’ve also been fortunate to be part of three startup ventures. One was Emerge Medical, manufacturing generic alternatives for orthopedic trauma equipment that was eventually acquired by a Fortune 50 company. Another was Remitra, which we helped launch and grow and the third is Elevate by Principal, my current engagement, which helps small businesses grow nationwide.
Throughout my journey, some themes stand out: curiosity, humility and the willingness to learn, enjoying work that challenges the status quo and having a bias for action.
TMJ: Can you share a specific turning point in your career when you realized uncertainty is the rule, not the exception?
Powell: There have been several. Moving to Spain, navigating the auto bailout in 2009, experiencing COVID and even the recent government shutdowns – all of these created opportunities. The key question is whether you’re positioned to move quickly enough to seize an opportunity or endure long enough to recover.
For example, in February 2020, I wished for a break from travel, not knowing an 18- to 20-month hiatus was coming. You have to be ready either to act immediately or to sustain yourself during downtime. My approach has been to be nimble and to push our team, suppliers and customers to think about how quickly they can respond when uncertainty strikes.
TMJ: What habits or routines do you personally practice as a leader to stay resilient during difficult, uncertain times?
Powell: I’ll give a short and long answer. One unique habit is a cold plunge every morning for three minutes. It’s the only three minutes I often have to myself without distraction or screens. It helps me start the day grounded and focused.
Another is working with a business coach through a program called Reveal Your Path. We break my life and business into four quadrants – relationships, self, health and wealth – and I evaluate myself weekly. It helps me predict uncertainties and know where to reinvest or pull back if I’m over indexed in one area. The program has kept me grounded and focused which can be challenging as an entrepreneur and a business owner.
TMJ: In your current role, what are some common uncertainties businesses face?
Powell: One major challenge is the underutilization of available technology. AI, for example, can intimidate people without clear use cases but it offers many ways to streamline operations without huge investments.
Another is cash flow and savings. In a recent Principal Well-being Index, 72% of business owners reported facing cost increases but only 53% planned to raise prices for customers. That leaves many businesses eating costs, which can impact margins and the broader economy.
TMJ: How should businesses approach uncertainty to keep their operations on track?
Powell: I suggest starting with your “why.” Remember why you started your business whether as a hobby, to serve a need or make an impact – and anchor your decisions there. That clarity guides you through uncertainty, especially when facing financial or operational pressures.
It’s also OK for your endgame to change over time. Having a plan B, a backup plan, is crucial. At a recent meeting, fewer than 10% of business leaders had a resiliency plan. Knowing your priorities allows you to adjust in areas like finances, supply chain, people and culture.
TMJ: How can leaders frame uncertainty as an opportunity rather than a threat for their team?
Powell: Two mantras guide me: Have the courage to make mistakes with accountability for your decisions and maintain a bias for action. Empower your team to make decisions and accept that mistakes may happen. The key is to act rather than remain idle. The only punishable action is inaction. Encouraging movement and responsibility helps teams continue progressing despite uncertainty.
TMJ: How can technology help businesses anticipate and respond to uncertainty?
Powell: Several technologies can help reduce risk and expose blind spots. I’ll provide two great organizations with incredibly valuable tools. One is Resalinc, which scores supply chain risk across more than 200 languages and provides insights into potential disruptions worldwide. Another is CoreCentric, which offers a managed receivables program to accelerate cash flow by guaranteeing payments or receivables on a chosen date. Lastly, benchmarking tools like those we use at Elevate help decision makers see blind spots and anticipate challenges.
TMJ: Is there anything else you want to share?
Powell: Don’t forget to have fun. I’ve coached dozens of sports teams from elementary to professional levels. Teams that take themselves too seriously tend to underperform. Celebrate small wins, enjoy the journey and help your team acknowledge the progress they are making. Even in the midst of planning and uncertainty, fun is essential for long-term success.
