The closing of 2025 left a strong message for companies: the cuts were greater than expected. Globally, more than 1.1 million layoffs were announced during the year, the highest level since the pandemic.
In the United States, the unemployment rate reached its highest point in four years, as sectors such as technology, corporate services and manufacturing led the adjustments.
In Mexico, although the context is different, the end of the year was also marked by business caution, lower private investment and decisions focused on protecting margins in the face of a more demanding economic and regulatory environment.
However, reducing this conversation solely to numbers would be left on the surface. From my experience accompanying general directors and executive teams, the main risk that I observe today is not in the economy, but in the way in which decisions are being made.
Many organizations adjusted structures not to generate panic, but to get closer to profitability objectives that they knew would be more difficult to achieve in 2026. The problem arises when these adjustments lead to reactive leadership, where they run after the financial objective without a clear narrative or defined rules on “how” to achieve it.
I am seeing companies operating out of fear: speed, results and resilience are required, but without clear priorities. Productivity is confused with wear and tear. Changes in direction multiply. And talent begins to paralyze for fear of making mistakes.
The data supports this phenomenon. In environments of high uncertainty, organizations that lack strategic clarity lose focus, reduce their ability to execute, and erode the commitment of their teams, even as they increase workload. The impact does not always appear immediately in the financial statements, but manifests itself later in turnover, strategic errors and missed opportunities.
Furthermore, the pressure is not only economic. The accelerated adoption of artificial intelligence and automation is eliminating entire functions, forcing the redesign of organizational structures. This requires deep decisions, not just cuts. However, when leadership responds from urgency, the short term is privileged over building sustainable capabilities.
2026 will not be a year to improvise leadership. It will be a year that will test the ability of leaders to sustain pressure without transmitting panic, to decide even without absolute certainty and to generate clarity in the midst of the noise.
First, trade urgency for clarity. Before demanding more results, leaders need to precisely define what is truly a priority and what is not. Clarity reduces anxiety, speeds up decisions, and allows teams to move forward with focus.
Second, establish clear decision rules. Unlimited autonomy generates chaos; Excessive control generates paralysis. The most effective leaders are creating clear frameworks: what can be decided, to what extent, and by what criteria.
Third, stop leading from the fear of error. In an uncertain environment, adaptability is a competitive advantage. Organizations that learn quickly, adjust, and continue to move forward will be the ones that get stronger.
The economic context is challenging, yes. But the difference between companies that will contract and those that will evolve will not be in the environment, but in the quality of their decisions.
Today, more than ever, leading is not about working more. It is thinking clearly, deciding consciously and supporting people while the environment is transformed.
About the author:
María Antonieta Alcalá is a senior executive advisor for companies, a speaker and a leadership mentor.
LinkedIn: https://www.linkedin.com/in/tonyalcalacoach/
Instagram: https://www.instagram.com/tonyalcala.coach/
The opinions expressed are solely the responsibility of their authors and are completely independent of the position and editorial line of Forbes Mexico.
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