In the face of unprecedented challenges, effective leadership becomes even more crucial. Christian Garcia Carbajal, the Managing Director for Mexico at McCain Foods, reflects on his transformative experiences during the COVID-19 pandemic—an event that tested the mettle of leaders worldwide. With nearly 60% of the industry’s revenue disappearing overnight, Christian faced the daunting task of transitioning to a fully remote workforce while navigating uncertainty and fear. In this interview, he shares valuable insights on fostering team motivation, balancing immediate crisis management with long-term strategic goals, and cultivating resilience within an organisation. Join us as Christian discuss the essential qualities that define a leader in times of crisis and the importance of embracing change to create a culture of continuous improvement.
Can you share a personal experience where your leadership was tested during a crisis, and how you handled it?
Even at the risk of sounding cliché, I have to say that the COVID-19 pandemic was the ultimate test of my leadership. Almost 60% of our industry’s revenue evaporated overnight as customers shut their doors for six months. We had to rapidly transition from a 100% in-office model to fully remote work, all while facing constant fear and uncertainty. At first, it felt like a scene from a sci-fi thriller movie. However, after a month of intense stress, I shifted my perspective. I focused solely on the critical needs of our business, employees, suppliers, customers—and myself. This mindset change not only made me much more productive and resilient but also strengthened my role as a leader, husband, and father. In hindsight, it was a transformative period that brought out the best in me, both professionally and personally.
What strategies do you use to keep your team motivated and focused during difficult times?
The first step is to strike a balance between vulnerability, closeness, and confidence. Being open about the uncertainties we face and how they affect us helps create a trusting environment. Staying connected with my team, understanding their feelings, and offering support are vital. Equally important is instilling confidence about a brighter future, reminding them that we will emerge stronger and grow as one united team. Empowering the team to have open and honest discussions fosters collaboration, bringing diverse perspectives to the table. Together, we make better decisions and alleviate stress. Lastly, I emphasise the importance of work-life balance and mental health. Despite the increased pressures, avoiding burnout is crucial to keeping everyone motivated and productive.
How do you balance immediate crisis management with long-term strategic goals?
I view crises as an inherent part of the business cycle, not isolated events. They should be anticipated in long-term planning. When a crisis hits, it often reshapes the timeline or intensity of strategic initiatives but rarely alters the core strategy itself—assuming you have a robust, holistic strategy in place (looking back, even COVID had this effect). In the short term, this means prioritising key actions and managing resources effectively. Establishing a dedicated governance structure for crisis management allows the organisation to operate with clarity. It’s crucial to distinguish “crisis mode” from “business-as-usual,” so the team remains sharp and clear about the dual focus on navigating the present while also building for the future.
What are the most important qualities a leader must possess when navigating a crisis?
Embracing change is paramount—not just being comfortable with it but actively seeking it out. This builds adaptability, a key skill during crises. Self-awareness is equally critical; if you’re not in the right state of mind, you won’t perform at your peak. Regularly checking in with yourself is step one. Knowing when to switch gears, seek help, or make adjustments is essential to maintaining top performance. Navigating a crisis requires you to be at your best, and that starts with understanding your own state. Through practice and trial and error, you’ll develop techniques to quickly get back on track when the stress and uncertainty of a crisis try to knock you off course. Finally, helping and encouraging your team or organisation to develop these capabilities—adaptability, self-awareness, and preparedness (as mentioned in the previous question)—will make you the ultimate leader in times of crisis.
How do you ensure that your organisation remains resilient and adaptable in the face of future challenges?
Early in my career, I criticised my company for making major organisational changes every few years. It seemed chaotic and unnecessary, and I initially thought it was because they did not know what they were doing or to create career opportunities for some senior leaders. However, COVID made me realise the value of these disruptions. They weren’t just changes—they were deliberate actions to prevent complacency and foster a culture of continuous improvement by forcing major changes. People and companies naturally fall into routines over time, losing the drive for disruptive innovation (compare how you strive for change during your first year in a new role or company versus after being three years in the same role). That’s why I now regularly introduce significant “igniters of change” to break the status quo. Whether through organisational restructuring, business innovation, or new initiatives, this keeps us on our toes, creative, and ready to tackle the next crisis head-on. This is how you change part of your organisation’s way of working, ensuring that your organisation is in much better shape to face the next crisis—not only to navigate through it but also to leverage the opportunities it brings.
