May 08, 2025

Reflections from D.C.: Leading Through Uncertainty

I’ve spent the past week in Washington, D.C., trying to shake answers loose from what feels like a magic 8-ball—seeking some semblance of certainty for the next four years. The conclusion? The only certainty is uncertainty.

Over the week, I met an array of people: some brilliant, some inspiring, some morally adrift, and others who genuinely gave me hope. It was the kind of week that leaves any entrepreneur reeling—a case of manic whiplash. One moment, I found myself in a heated discussion with a likely future Surgeon General administration; that same evening, I lay awake wondering whether my team truly grasped the significance of a new opportunity that had just landed—and whether they were approaching it with fresh thinking and attacking with group think and creativity, or letting it hit the back burner.

I keep circling this idea: This year could spark 50%+ growth… or it could force us to cut costs dramatically. It’s extreme, even hyperbolic—but in these stormy waters, navigating with clarity and conviction is critical.

And that’s when I met Captain Michael Abrashoff, former commander of the USS Benfold. I haven’t read his leadership book yet, but one line from him instantly resonated. He said (in reference to his reports):

“Take command—just keep me informed.”

That’s it. That’s the leadership culture I want to cultivate.

I’m realizing that our organization is wrestling with this in real time. Some people take command—but fail to communicate. Others communicate well—but hesitate to take action. And then there’s a third group: the emerging all-stars who are starting to both lead decisively and keep others aligned. These are the people changing our business—and the world.

What does “taking command” look like?

It means recognizing a problem and moving to solve it.
It means spotting opportunity and running toward it.
It means knowing when to gather the team—and when to communicate clearly and early.
It means managing up, sideways, and down, all timed appropriately.
And above all, it means updating others before key decisions become irreversible.

Personally, I’ve tended to err on the side of taking action—but at times fail to communicate well, or give others the space for others to take ownership. I’m learning that great leadership is about balance: knowing which failures can foster growth, and which ones pose too much risk to the company. I’m still growing in that discernment.

Shifting Gears - Sharing some , cough "clarity"

Switching gears, I want to share a few one-liners from this past week that have sharpened my own thinking about strategy for the next two to four years in terms of the reality I find myself in. Whether you’re a founder, executive, policymaker, or someone in a role of influence, these perspectives may help frame the sandbox you are making decisions in:

“This administration is open to businesses, open for business, and eager to hear what works and what doesn’t.”
“Take him seriously, but don’t take him literally.”
“A party in Congress today is voted in and exists more to decelerate the opposing party than to pass legislation.”
“Decouple from China.”
“Anticipatory obedience.”

I’m not endorsing any of these ideas, in fact, most of them disgust me, but I do believe they capture the tone, mindset, and political realities I encountered in D.C. They’re shaping my thoughts on issues like tariffs and federal funding for science, and I hope they offer useful context for others navigating these waters.

Thanks for the read.