“The market is really tough these days,” said a managing director as we meet for the first time. I asked a simple introductory question, “How are you?” expecting to hear the typical, “I’m good and you?”.

Yet upon our introduction he dove into a diatribe explaining why business is bad for everyone (which isn’t true).

Later in the morning I listened to another person tell how bad life is. “It’s like 2009 all over again. This summer everyone in my neighbourhood moved out.” Well I’m sure that’s an exaggeration, nevertheless its more spreading of negativity.

Later the same day, I heard, “I’m cautiously confident” from a different leader.

The varied comments reflect the proverbial ‘Is the glass half-full or half-empty’ scenario. How do you see the opportunity? Is it good or bad?

Additionally, it reminded me of something I learned while writing my book ‘Leadership Dubai Style’ — whether times are good or bad doesn’t matter. You should choose to work to achieve as much as possible when times are certain, uncertain and even during crises. That is how Dubai had sustainable growth over the past five decades.

Now isn’t the time to sit still — it’s the time to sprint.

Times of uncertainty test your courage and commitment. You either stay focused and get stronger or sit on the sidelines and wait. Never waste a moment if you want to grow like Dubai does.

Uncertain times provide you with the platform to get things done while others are sitting around waiting and they offer a sense of urgency to accelerate your sprint.

Dubai faced a major test in the very uncertain times that followed the 9/11 attacks in America. Others saw calamity in the midst of one of the worst years for the aviation industry.

Dubai saw an opportunity. Stunning the world, Emirates airline announced in November 2001 that it had placed a $15 billion (Dh55.09 billion) order for 15 A380s, eight A340-600s, three A330s, and 25 Boeing 777s. Most people were critical, saying Dubai should take note of the airlines that had been forced to declare bankruptcy. Analysts and journalists felt Dubai was taking unrestrained risk.

Yet Dubai sprinted forward. In actuality, it took a calculated risk. The leaders knew that the situation following 9/11 was temporary; the market would, of course, recover. Uncertain times are always temporary.

Almost a decade later, Emirates airline again shocked the global aviation world, this time by announcing a 52 per cent surge in annual profits to $1.5 billion. You can trace this success right back to the record aircraft orders placed in November 2001, a move that clearly was very beneficial as part of the airline’s general expansion strategy.

That is what you should do in times of uncertainty. Stay focused on the future and move forward. It’s not the time to wait and see; it’s the time to work even harder. Focus on growing as much as you can while you can.

This may sound counter-intuitive, uncertain times offer you the best opportunity to change the game in your favour, with new products or services that will command market share. Many people look at uncertain times as something to get through, until they can go back to business as usual.

Why not create changes that move the market in your favour, instead of waiting and reacting to changes as they take place?

This principle is wrapped up in the question: Do you respond by waiting for uncertainty to stabilise? In other words, by focusing on merely surviving? Or do you stay focused on your strategy for the future? Or what I label “succeeding”?

Are you survival- or success-focused?

Don’t be afraid of uncertainty: doing so will only strip you of your growth potential. Accept it as an inevitable reality. Instead of working to avoid it at all costs, maximise the growth times and minimise uncertain moments by charging ahead to growth.

This leadership habit is a sprint; it’s never a casual stroll.

— The writer is a CEO Coach and author, including of ‘Leadership Dubai Style’ and other writings. Contact him at tsw@tommyweir.com