Wolf&Grayson EditorialTariffs rise, freight costs spike, and supply chains face constant disruption. For many businesses, the instinct is to react immediately. Micah Swick, President and Chief Operating Officer of Bernards Furniture Group, says that this is the biggest mistake leaders can make.
“I honestly do not make a call when these things happen,” Swick says. “We have built a business that is prepared for disruption and for uncertainty.” Rather than chasing every policy shift or market headline, he believes organizations should focus on building resilient operating models that can withstand volatility instead of reacting to it.
Stability Is a Competitive Advantage
Businesses cannot control tariff exposure or logistics disruption, but they can control how they respond. Swick believes the strongest leaders resist the pressure to make immediate decisions and instead remain focused on long-term objectives. “We don’t overreact. We don’t panic,” he says. “We maintain our course and watch, listen, consider and wait to see what other business leaders are doing.”
That same mindset extends internally. During periods of uncertainty, Bernards keeps teams aligned by reinforcing business goals rather than external distractions. Small victories are celebrated across the organization to maintain momentum, reminding employees that progress remains possible even when market conditions are unpredictable. Staying committed to strategy, rather than reacting to daily headlines, creates consistency when others are losing focus.
Protect Margins Without Sacrificing Partnerships
One of the most difficult decisions during periods of rising import duties is determining how much additional cost to absorb and when higher landed costs must be passed to customers. Swick believes every decision should be evaluated individually. “We analyze the business, our partners’ accounts, our profitability and our margins one situation at a time,” he says.
Bernards often absorbs tariff-related costs temporarily whenever possible, prioritizing long-term business and partner relationships over short-term gains. During periods of rising freight costs, for example, the company deliberately delayed passing increases to customers while competitors moved quickly. “Our partners need stability in their business as much as we do,” Swick says. “We can either choose to be a stabilizing force or an additional disruptor.”
Build a Business That Can Flex
Many companies have responded to tariffs by shifting global sourcing from China to Vietnam, Mexico, or other regions. Swick cautions that supplier diversification should not become a cycle of expensive reactions. “I don’t think reacting to the tariffs is the right long-term solution,” he says. “Knee-jerk reactions often end up costing more than the tariffs themselves.”
Instead, he argues that operational modernization should focus on building flexibility into the business. Companies should continuously evaluate sourcing strategies, strengthen collaboration with suppliers, invest in enterprise resource planning and AI for operational efficiency, and develop products that compete on value rather than price alone. Businesses that rely solely on being the lowest-cost option will struggle through ongoing policy changes. Those that innovate while maintaining operational discipline are far better positioned to adapt.
Resilience Comes From Constant Evaluation
For Swick, resilient leadership is about creating an organization capable of adapting to whatever comes next. That requires multiple revenue streams, collaborative partnerships, disciplined execution, and a willingness to challenge long-held assumptions. “We’ve got to be willing to give up ideas that we thought were fantastic,” he says. “Constant evaluation is really important in times of uncertainty and chaos.”
Businesses that build flexibility into their operating model today will be far better prepared for whatever supply chain disruption, tariff volatility, or logistics challenges emerge tomorrow. For more insights, follow Micah Swick on LinkedIn or visit his website.
