Leadership in the Firestorm: Balancing Empathy, Action, and Unity

In moments of disaster, leadership feels like walking a tightrope. As the Los Angeles fires rage, the pain around us is palpable. I am safe, and for that, I am deeply grateful—but that gratitude carries a weight. The guilt of safety when others are suffering is real, and it doesn’t dissipate easily.

My heart aches for those who have lost homes, loved ones, or a sense of security. I want to help, to do more, but every decision I make feels both necessary and inadequate. It’s difficult to offer advice or solutions when the enormity of the tragedy seems to overshadow everything. At the same time, it’s infuriating to see moments like this politicized, turning genuine pain into platforms for agendas.

But decisions must be made. As leaders, we can’t let indecision paralyze us. What guides me is the mission—the core reason we do what we do. Empathy and action can coexist. Acknowledging pain doesn’t diminish the importance of taking steps forward.

I am profoundly grateful for my team. We may have differing opinions on how best to move forward, but we share a commitment to support the decisions made because they serve the greater good. This collective unity, even amid disagreement, is the cornerstone of effective leadership in times of crisis.

Reflection Question:

When facing tough decisions during challenging times, how can you balance empathy for those affected with the need to take decisive action?