Leaders advise ‘showing up’ over silence; ‘presence with intent’ over performance

When the going gets tough, do the tough really get going or do they go silent? What happens when the response from leaders to an uncertain future is silence in the present?

The Middle East region has been weathering a geopolitical and economic storm, which has seen many companies lower their profile, trim their public voice and wait for clearer skies. On paper, that can look prudent. In practice, it is similar to disappearing ink as the brand voice begins to fade

Campaign Middle East spoke to four regional voices across the communications, creative and media landscape to discuss how brands must show up in these trying times.

The overarching takeaway is this: in unsettled periods, retreat rarely reads as restraint. Instead, it can create a vacuum – and vacuums do not stay empty for long. Audiences notice who remains in view, who understands the mood and who still has something meaningful to offer.

For experienced brand, marketing and advertising leaders, the argument is not to give in to louder output or relentless promotion. It is for discernment, for relevance and for actions that carry weight beyond a campaign calendar.

The common lesson to learn is this: when the ground shifts, the strongest names do not vanish. instead, they adjust, stay present and prove they are part of something larger than a sales line.

When pressure rises, every action becomes a test of character. The ledger is not only commercial; it is emotional, social and reputational.

The cost of fading from sight

A downturn in certainty often triggers the same instinct: pull back, say less and hope not to misstep. However, industry leaders argue that this instinct carries its own danger. Standing still, they suggest, can be more damaging than moving carefully.

Sally Moussa Hajjar, Managing Partner at Hu Management, puts it bluntly saying, “Relevance doesn’t wait for stability and brands that go quiet now risk becoming invisible tomorrow. Silence is not caution it’s pure loss. In this market, absence erodes market shares faster than missteps. The brands that will win are those that recalibrate, not retreat.”

Razan Karim, Head of Communications – Fashion, Beauty and Lifestyle at HAVAS Red Middle East, makes a similar point from a different vantage point: “In times like these, brands shouldn’t go quiet but rather take the opportunity to reassess not just what they say, but why they’re saying it. ‘Business as usual’ risks feeling disconnected, while silence can signal indifference.”

Their advice draws a sharp distinction between restraint and withdrawal. One is thoughtful, while the other leaves the field of play unattended.

In a region where attention shifts quickly but memories last a lifetime, stepping out of sight may feel safe in the moment, but it can quietly chip away at the share of voice in the market over time. People not only remember the brands that contributed to joy and satisfaction in the good times, but also resonated with them and comforted them in the bad times.

“Communicate with nuance, lead with empathy, and stay anchored in visibility and purpose.”

That said, presence is not performance

The answer doesn’t lie at either extreme: Brands that are choosing not to disappear must also not begin pumping out messages as though nothing has changed.

What matters, leaders suggest, is going beyond ‘being active’ or ‘opportunistic performance’, to instead show up in ways that fit the moment.

Ghassan Kayed, Founder and Creative Director at Burgers & Hoodies, frames this as a matter of mindset rather than contingency planning, saying, “In moments of uncertainty, brands shouldn’t default to silence or ‘business as usual.’ The key is being present with intention. A strong Plan B isn’t just a backup, but a mindset that allows brands to adapt and respond.”

Hajjar takes that argument one step further, linking relevance to judgement rather than sheer output: “This is a moment for cultural intelligence: communicate with nuance, lead with empathy, and stay anchored in visibility and purpose.”

The job, therefore, is not to fill space for the sake of it; it is to read the room with precision.

A brand that keeps speaking without sensitivity can sound tone deaf, like music played too loudly at the wrong part of the evening.

But a brand that calibrates its tone to match public sentiment can remain recognisable without becoming intrusive.

“Amplify local voices, support relevant causes or creating spaces for shared experiences.”

Trust is built through useful, local action

Leaders also take the conversation beyond ‘messaging’ altogether and point to something more substantial: people do not only listen to what organisations say, they watch what they do. In periods of strain, words alone are rarely enough; what counts is whether there is evidence of care on the ground.

Ahmad Swaid, Creative Consultant and Editor-in-Chief of Dazed Middle East and North Africa, argues that this is the real test of commitment: “In times of regional crisis, brands must prioritise trust by deepening their investment in our communities. This means actively supporting on-the-ground initiatives, fostering connection, and unity across the region. Trust built through presence and participation.”

Karim offers practical ways that this can take shape: “This could mean amplifying local voices, supporting relevant causes, or creating spaces for shared experiences. Communication should feel human, not transactional.”

This is brand-building in its purest form: less broadcasting, and more a practice of brand values.

Several leaders imply that the biggest brands are not merely seen during times of crises; they are involved.

They help make things possible, give platforms where needed and create room for people to come together rather than simply consume.

“It’s our responsibility to guide this shift, helping brands navigate these moments, supporting the ecosystem, and moving things forward.”

The wider responsibility of leaders

Taking the narrative beyond how a brand is perceived or how an individual organisation’s reputation is protected during these times, the leaders also open up about the unspoken responsibility that exists towards supporting the commercial and creative environment.

In other words, leadership is measured not only by how a brand protects itself, but by whether it helps steady the room around it.

Hajjar points to the need for companies to take their cue from the wider environment rather than hide behind caution: “The UAE’s Government has reinforced market confidence through decisive and resilient initiatives. Brands must take the cue, remain visible, back their ecosystem, and empower their presence.”

Building on this sentiment, Kayed adds, “As industry leaders, it’s our responsibility to guide this shift, helping brands navigate these moments, supporting the ecosystem, and moving things forward. Thoughtful communication doesn’t just maintain relevance, it strengthens it.”

This is where the conversation becomes bigger than messaging strategy. The argument is that strong operators should not simply manage their own exposure; they should help set the tone for others.

This means offering steadiness, helping partners and peers make better decisions, and treating the market less like a stage and more like a shared ecosystem that the industry collectively depends on.

People remember which brands and leaders stayed in the room

If there is one warning that the leaders share in passing, it is that audiences are rarely as oblivious as brands hope.

Consumers notice hesitation, but they also notice sincerity. They can tell when an organisation is treating the moment as a social context in need of empathy or a commercial opportunity.

Swaid is the most direct on this point: “Brands that are absent and fail to activate in these moments risk sending a clear message: that they are present only for profit, not for people. Communities across the region are perceptive, they remember who showed up, who contributed, and who chose to step back when it mattered most.”

Karim echoes the long view that follows from that: “Brands that demonstrate genuine understanding of the region and a commitment beyond product, will not only remain top of mind but also earn long term trust.”

All in all, when pressure rises, every action becomes a test of character. The ledger is not only commercial; it is emotional, social and reputational. Leaders are calling for better judgement. They are arguing against two easy defaults: carrying on mechanically, or vanishing until the atmosphere feels safer. Neither approach meets the moment.

What they advocate is steadier and, in many ways, harder: stay in view, read the context properly, contribute in tangible ways and let brand conduct match brand claims. There is an opportunity hidden within the uncertainty. Not to speak for the sake of speaking, but to show, through tone, timing and tangible contribution, what the brand really stands for when the going gets tough.

If nothing else stands out, let this message hit home: It’s time to get going again.