How to be a Strong Leader During Challenging Times

Jan/san distribution has its ups and downs and leading during times of struggle can be difficult. To help managers handle these challenging times, Sanitary Maintenance tapped into long-time leaders for advice. What we learned can be applied to almost any business or department. 

We asked these leaders:
- How you responded to a specific challenge during their leadership journey.
- What principles guide you when you're faced with challenging times.
- Who or what matters most when you're faced with business adversity, and why.
- What are your best practices for effective communication during difficult times.

What was a challenging situation you had to deal with as a leader, and how did you work through it? 

GREGO — The early pandemic was the toughest test of my career. Demand exploded for critical products while supplies vanished overnight. We built a crisis team sourced from unconventional channels and prioritized hospitals and essential services. By staying calm, creative, and transparent, we not only survived; we earned trust that still pays dividends today. 

MOODY — Most challenges arise from managing people. We have been lucky and thorough when interviewing and hiring, but sometimes individuals can go astray with misconduct that is beyond our standards. Sometimes, as a leader, you can give the person another chance and other times you have to let them go. It’s never easy or fun to fire someone. As the leader, you have to do it with compassion and hope that it leads to growth and learning for the individual and the company.  
We have been fortunate, but I remember having to let a delivery driver go in our early years when we only had two drivers. I had to step up and drive his delivery truck for two weeks while doing interviews all day and trying to write orders along the way. 

SCHNERINGER — I think everyone in the industry can tell a thousand stories about challenging situations dealt with during the pandemic. Trying to balance the needs of customers with the available supply of products was difficult. We found that regular and consistent communication was a key factor in being able to share strategy, tactics, and associated messaging to help manage expectations so we could come through for our customers. 

CARRIZALES — While we have a very experienced and seasoned sales force, we do have a few new associates that initially struggled with the constantly changing environment. I regularly spent additional time with them, showing them easier ways to work with our new computer system, saving them time and aggravation. I also took time enhancing their product knowledge and working with customers alongside them, easing their workload. 

As a leader, what principles guide you when you're faced with difficult challenges? 

GREGO — Our guiding principles are integrity, transparency, adaptability, and putting people first. We make decisions rooted in honesty and always ask, “What’s best for the customer and our team?” We lead with calm and purpose, not panic. In tough moments, we rely on those values. They’ve never failed us. 

MOODY — My biggest guiding principle has been to follow the Golden Rule: “Do unto others as you would have done unto you.” Treat people the way that you would want to be treated. Give others the benefit of the doubt and assume the best in them.  
I often pray or ask God for guidance and strength and wisdom to be a better leader or to make a difficult decision. I remember to be grateful for the many things that are already good. 

SCHNERINGER — The principle of focusing on taking care of customers’ needs while also looking out for our employees’ needs has always been our proverbial “North Star.” When in doubt, when times are tough, when you aren’t certain what to do, the principle of “how can we best take care of our customers” combined with “how do we best take care of our employees” is usually the right place to keep your focus. 

ABIAAD — Universal biblical principles help us see things from a whole different perspective, trying to look at events and situations from Heaven’s eyes. 

During difficult times, who or what matters most, and why? 

MOODY — During difficult times, you remember that what matters most are not the monetary things, but rather the health and happiness of your family, your team, and your friends. Life is short and full of surprises and challenges. Everyday should be lived to the fullest with kindness and connection. 

SCHNERINGER — The people. If we take good care of our own people (employees), they will take good care of our customers’ people. I am proud of the role our industry has played and continues to play to help keep our customers’ buildings clean, healthy, safe, and sustainable during the challenges of the last 5 years. 

ABIAAD — Certainly family—your blood family and work family, as well as customers, and vendors that become family. The people component is what matters most in good times to celebrate and in bad times to coalesce. While the world and business parameters keep evolving, one thing remains constant: it is a people business. 

CARRIZALES — The people that report to you and the trust they place in you as a leader is what matters most. As a leader, I will not ask my people to do anything I would not do, and they appreciate that. I want my people to be successful. If they are successful professionally and personally, then that is a true reflection on me and my leadership. A rising tide lifts all boats. 

GREGO — People matter most, both customers and employees. If we protect our team, they’ll protect our customers. Relationships and reputation outlast any crisis. When everything else is uncertain, integrity, empathy, and human connection become your strongest assets. 

Clear and concise communication is essential during times of crisis. What are your best practices for effective communication? 

GREGO — In a crisis, clarity and consistency win. We communicate early, honestly, and in plain language, sharing what we know, what we don’t, and what we’re doing about it. The tone is empathetic but confident, and every message includes a path forward. Overcommunication beats confusion every time. 

MOODY — It is important that your team members or stakeholders know that you have their backs. They won’t know from your words, but they will know from your previous actions. 

SCHNERINGER — You hit the nail on the head—clear and concise communication with transparency earns the trust of all stakeholders. 

ABIAAD — Putting yourself in people’s shoes and looking at what matters most to them during that season should always be the guide on how and what to communicate. Arriving at a synergetic victory is not a mutually exclusive endeavor. Taking the time to learn about the other person’s priorities allows the possibility of not falling into the trap of false binary choices. 

Corinne Zudonyi has been in the commercial cleaning industry for over 20 years and is proud to serve as Editor-In-Chief of Contracting Profits (the official publication of Building Service Contractors Association International - BSCAI), Facility Cleaning Decisions and Sanitary Maintenance (the North American media partner of Interclean Amsterdam) magazines, publications that serve the professional cleaning industry. Additionally, Corinne manages CleanLink.com, the leading digital resource for the commercial cleaning industry, and she uses her industry knowledge to steer educational topics for Clean Buildings at NFMT East. Corinne is the sole U.S. representative to serve on the Interclean Amsterdam Innovation Jury, where she weighs in on product trends impacting commercial cleaning on a global scale. She also works closely with Healthy Green Schools & Colleges and the Healthy Schools Campaign. Corinne can commonly be found moderating industry panel discussions, presenting education, managing industry research, and focusing on bringing awareness and affirmation for the wonderful work that people do to keep facilities clean and building occupants safe and healthy.

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Responding to Challenging Times Impacts Cleaning Staff and Future Business