In the news. Routine decisions are increasingly becoming tests of values and identity for mission-driven leaders who face rising economic, political, and social pressures. Leaders are navigating constant instability and difficult trade-offs, making it challenging to maintain trust and calm. A recent Harvard Business Review article argues that in these conditions, leadership is less about having all the answers and more about showing up consistently—with a focus on clear communication, anchoring decisions in core values, and building strong, collaborative teams. [HBR]

“One of the most important jobs of a leader is to make people feel optimistic about the future.”

—Scott Kirby, CEO, United Airlines

On McKinsey.com. In the premiere episode of Brilliant Moves: Coffee with CEOs, McKinsey Global Managing Partner Bob Sternfels spoke with United Airlines CEO Scott Kirby, who offered perspective on leadership in the corporate world. Reflecting on guiding the company’s postpandemic transformation, Kirby discussed the importance of transparency in rebuilding trust with employees and customers. For Kirby, the work of leadership centers on building a culture people want to be part of—one grounded in accountability, values, and shared standards. Navigating uncertainty ultimately comes down to aligning people around clear priorities while staying true to the organization’s core principles.

Lead through uncertainty

In the news. Escalating geopolitical conflict is exposing a critical vulnerability in global supply chains: Key agricultural inputs can be disrupted almost overnight. Bloomberg reports that disruptions to sulfur—a key input for fertilizers used in staple crops—are driving up prices and raising concerns about food production worldwide. With supplies already tight and demand shifting, farmers and policymakers are facing a volatile environment where geopolitical shocks can quickly translate into higher costs and real risks to food security. [Bloomberg]

On McKinsey.com. Companies can respond to this kind of volatility not just by managing risk, but by adapting to it, as explained by Cindy Levy, Shubham Singhal, Matt Watters, Brooke Weddle, and Madeleine Goerg. As geopolitical uncertainty becomes a constant, leaders are rethinking where they operate, how they build supply chains, and how quickly they can respond to change. The most resilient organizations build resilience into their operations—diversifying supply chains, staying closely attuned to market shifts, and moving quickly when conditions change.

Win in turbulent times

Shifting tastes: How disruption is reshaping the food industry

In the news. The rapid rise of people taking GLP-1 drugs for weight loss is reshaping what Americans eat—and how the food industry responds, Reuters reports. As consumers shift toward lean proteins and less processed foods, many are turning to sauces and spices to add flavor, driving unexpected growth in those categories. The trend is already influencing dealmaking, with condiment brands attracting strong investor interest while traditional snack and fast-food companies face pressure. What looks like a niche shift in consumer behavior is quickly becoming a broader shift in how food companies compete and grow. [Reuters]

On McKinsey.com. How can food and beverage companies adapt to changing consumer preferences and ongoing disruption? Be agile. Rather than reacting to individual trends, leading companies are shifting quickly as tastes, health priorities, and market dynamics change. They’re rethinking what products they offer, speeding up testing, launching new ideas, and staying closely attuned to evolving consumer needs. Duncan Miller, Frank Sänger, Jessica Moulton, Jordan Bar Am, Konstantin Habernoll, and René Schmutzler find that in a landscape shaped by constant disruption, the companies that stay flexible and consumer focused are best positioned to grow.

Find a new flavor