When Leadership Becomes About Showing Up (And Responding Fast)
- Eva Mattheeussen
- Apr 21
- 3 min read
The Gulf region has been living through an extraordinary period of uncertainty. Over recent weeks, colleagues across our network have navigated disrupted routines, restricted travel, and a constant weight of not knowing what the next update might bring.
More recently, the announcement of a ceasefire has brought a measure of relief. While the immediate escalation has eased, the operational after‑effects remain. Airspace restrictions, schedule volatility, and contingency planning continue to shape daily decision‑making. Stability is returning — but uncertainty has not disappeared entirely.
The First 24 Hours: A Race Against Time
In disruptions like this, the defining moments don’t happen weeks later. They happen in the first few hours. Thanks for DHL Global Forward Bahrain for sharing the example of what was happening on the ground:
On day one of the escalation, we had a critical Formula 1 shipment moving from Italy to Australia via Dubai on Emirates Airlines. The cargo was scheduled to connect the following day. When the conflict began and UAE airspace restrictions were announced, the entire plan was immediately at risk.
This was not just another shipment. It was essential for the Australian Grand Prix. At the same time, our first priority was clear: the safety of our people, our partners, and everyone involved in the operation.
Within hours, teams across the Middle East, Europe, and our global chartering desk were coordinating around the clock. Decisions were being made in hours — not days. Every possible routing scenario was evaluated. Every available option was scanned. The objective was simple: secure a safe, reliable solution, fast.
A narrow but viable alternative emerged: operating out of Fujairah Airport. Its geographical position allowed us to obtain both landing and overflight permissions when other routes were no longer accessible.
What followed was a true race against time. Continuous coordination between DHL teams, Formula 1, airline partners, and local authorities. Real‑time decision‑making. Constant monitoring of flight movements, airspace developments, and security updates.
At one point, the aircraft departure was delayed, and uncertainty peaked. Through close coordination with airport authorities, we confirmed it was a technical refuelling delay — and shortly after, the aircraft departed safely, exiting UAE airspace.
That moment went beyond operational execution. It was a reminder of what logistics represents at its core: enabling global events, connecting people, and delivering under pressure through trust, partnership, and speed.
What I’m Learning About Agility
Scale matters — but agility matters more in moments like these.
What made the difference was not just network reach, but the ability to make high‑quality decisions quickly, with incomplete information, while conditions were still changing. The first 24 hours demanded judgment calls, rapid escalation, and seamless collaboration across borders and functions.
This kind of responsiveness doesn’t appear overnight. It is built through relationships, experience, and a culture that trusts its people to act.
What I’m Learning About Empathy
This is uncomfortable to admit, but my empathy has been stretched in ways I didn’t fully expect.
People react very differently to prolonged uncertainty. Finding the right response for each individual — while still keeping the organisation moving — is not something you solve once. You feel your way through it, hour by hour and conversation by conversation.
I know I have not always gotten it right. There are simply too many moving parts and too many unprecedented situations. I’m part of this too.
Looking Ahead: What We’re Watching Closely
As the situation evolves, several operational realities are becoming clearer:
Race calendars are more likely to compress rather than be fully replaced
Air freight dependency is increasing, with reduced appetite for long sea freight exposure
Contingency routing via alternative hubs will remain critical
A higher cost environment is expected, driven by insurance, rerouting, and charter solutions
Adaptability will remain essential — not just in networks and systems, but in mindset.
Belonging is not created by policy documents or frameworks alone. It’s built incrementally — in the speed of response when things go wrong, in the care shown for people under pressure, and in moments when someone simply says: I see you. I’m here. We’ll figure this out together.
