Going through the crisis has been a constant theme of my entrepreneurial journey, from my early beginnings to my current role as managing partner at Breada venture firm and product studio. I've faced the harsh reality of not being able to make payroll, being months behind schedule for product development, missing critical deadlines, and making the decision to completely fold one of my businesses even though it was succeeding.

But these experiences have shown me that in times of crisis, effective leadership it's not about having the right answers – it's about acting decisively, adapting quickly and making tough calls that others might shy away from. These are the lessons that have had the greatest impact on me throughout my career and have helped me navigate the unpredictable world of running a business.

Related: 4 key strategies that helped me turn setbacks into success

1. Act quickly in a crisis

When a crisis hits, you have to quick and informed decisionshowever difficult they may be. It's better to move quickly and course-correct later than to do nothing at all.

In 2013, my team and I faced one of our first major crises. At the time, we were running two companies simultaneously – a service business that provided the revenue we needed to operate, while also developing a technology product. The idea seemed sound: to leverage our talent pool to create a product that could generate passive income while continuing to grow our services business. But we were in over our heads.

Being overconfident in our pipeline led us to believe that new business would always be around the corner, no matter how recklessly we spent on product development. But reality hit us hard when we failed to scale our biggest customer. Suddenly, we were faced with the possibility that we wouldn't be able to pay our staff, even though interest in our product was growing. We had to make some very difficult decisions about the future of the business.

Within two days, we decided to close the service agency to focus entirely on our product development, Density. This was a painful decision that required letting go of people who had been with us from the beginning. But we knew that trying to juggle both businesses was no longer sustainable.

When faced with a challenge like this, don't fall into the trap of analysis paralysis. By making the difficult decision to close the agency, our product business was able to thrive. I believe it is better to act quickly and correct later than to stand by and watch the situation deteriorate.

Related: The 4 steps you need to follow to get through any crisis with your company intact

2. Don't limit leadership to the C-suite

During that crisis, one of my colleagues stepped up in a way I will never forget. This was someone who, despite being in a senior management position, was usually quiet in meetings and rarely took responsibility. But in the midst of this chaos, he stood up, went to the whiteboard and outlined a five-step plan to stabilize our situation.

His plan was simple but decisive: We needed to let go of people we couldn't afford, stop paying ourselves for a few months, stabilize our books, establish a budget for Density, and gradually shift our resources from product agency. Within minutes, we had a clear path ahead and everyone gathered around it.

This experience taught me an invaluable lesson: Leadership can they come from everywhereand sometimes the best leaders are the ones who step up when you least expect it. My colleagues' ability to cut through the noise, take action, and present a clear plan not only saved our business, but inspired the rest of the team to follow suit.

True leadership isn't about always being the person in charge—it's about knowing when to step away and let someone else take the lead. Encourage and empower your team members to step up when they see an opportunity. Often, the best solutions come from those closest to the problem, which won't always be you or your executive team.

Related: 5 essential things employees can teach leaders about growth, success and happiness

3. Real leadership means getting your hands dirty

When my team and I were first building Density, we were months behind schedule in developing our hardware. I was on the front lines, selling a product that didn't even exist yet. My frustration led me to take matters into my own hands – literally.

We needed to provide a critical installation for a Fortune 500 customer and we just didn't have the equipment ready. So I rolled up my sleeves and, along with some of my colleagues, started building the units by hand in our Syracuse office. This wasn't my job, but it had to be done, and I wasn't going to let our team's hard work go to waste by missing a big deadline.

Seeing me take on this task, many others on the team – even those without technical experience – joined us. Together, we worked around the clock to build the device, ship it to the customer and install it on time.

This experience reinforced the idea that sometimes it means leadership getting his hands dirty and doing whatever it takes to keep the momentum going. Sometimes you have to find a new way forward, even if it's unconventional. Be willing to adapt your strategies when circumstances call for it. The key is to stay flexible, be open to change and be willing to move.

Going through a crisis is never easy, but it's an essential part of being an entrepreneur. While crises are inevitable, how you respond to them can determine the future of your business. Leadership is about more than just making the right decisions—it's about the courage to act, the humility to listen, and the tenacity to move forward.