How to Become Recession-Proof
The Art of Producing and Communicating Real Value
Economic downturns are brutal. Yet there always seem to be some companies that perform well regardless of what’s going on in the world around them. In tech, healthcare, food & dining, security, and even retail, there are examples of firms that are effectively recession-proof.
Are there recession-proof people as well? Absolutely.
Throughout my career—spanning government, defense, big tech, and now entrepreneurship—I’ve been fortunate never to have been laid off or terminated. Early on, that was mostly luck. More recently, I’ve realized that a couple key factors kept me comfortable, even during times of economic uncertainty.
Whether you’re a founder, solopreneur, or an employee in a large organization, the principles that protect those recession-proof companies can apply just as well to you. Here’s one key principle: you have to be something they simply can’t do without.
The Story of an Overlooked Employee
I recently had lunch with a friend who had been laid off. This person was incredibly talented, had built a complex, customized product from scratch, and knew their customers inside and out. Yet, when layoffs came, they were let go—while a less technical, less experienced colleague stayed.
Why? Because that colleague was better at communicating their value. They consistently made sure leadership understood their contributions, while my friend had relied on their work to speak for itself. Unfortunately, hard work alone isn't enough; making sure the right people know about your impact is just as important.
The Four Questions to Make Yourself Recession-Proof
1. Who Is My REAL Customer?
Your "customer" isn’t always who you think it is. The company produces a product or service for an end customer, and that customer pays them in return. But what does that exchange look like for you? Here's a hint: unless you're an early founder or solopreneur, your real customer is probably somewhere *inside* your company.
Ask yourself:
Who directly depends on the work I do?
Who are the decision-makers that influence my job security?
2. What Do THEY Value?
Value looks different depending on which perspective you take. The way you define value and the way your boss, executives, or board members define it are almost certainly different. If you want to become indispensable, the first step is to get absolute clarity on what your organization considers valuable.
Ask yourself:
What do my real customers talk about?
What are they constantly worrying about?
What matters most to them?
Your personal priorities--even what the company's customer values--may not align perfectly with what leadership deems essential. Bridging that gap is sometimes a big responsibility, but it lies squarely on your shoulders to do it.
3. How Am I Providing That Value?
Doing great work isn’t enough; people need to know about it. Many professionals assume that their contributions will speak for themselves. They won't. They don't have a voice; YOU do.
Ask yourself:
Can I clearly explain how my work contributes to what my real customer values? (ex. revenue, efficiency/cost savings, specific goals)?
When was the last time I shared a success story—quantified in business terms—with my boss or team?
Delivering value and making it visible are two separate practices, and you need to become skilled at both.
4. How Do They KNOW I’m Providing That Value?
During economic uncertainty, the survivors are those who solve problems that must be solved—from the perspective of your real customer. If your product or service provided is viewed as "nice to have" rather than essential, you could find yourself on the chopping block.
Ask yourself:
Am I consistently communicating my impact to the right people?
Do I have concrete proof—data, testimonials, outcomes—that showcase my value?
Does leadership instinctively associate me with critical business outcomes?
How Do I Promote Myself Without Being Overly Self-Promoting?
If you're asking yourself this question right now, congratulations! That is exactly the right question to ask.
There is an ocean of difference between visibility and vanity. If leadership doesn’t know about your contributions, they can’t reward them. On the other hand, attempting to “look good” or gratify your own ambition at others' expense is usually a recipe for disaster sooner or later.
There's a critical rule when it comes to communicating value: it's not about you.
Teams win together, and skilled leaders know how to highlight their successes without any hint of self-congratulatory language. If you want to learn more about this, including a powerful framework for communicating real value, check out the Foundry webinar where Cory and I break it down in detail. But most importantly, start answering these four questions for yourself—because in any economic climate, the people who can clearly demonstrate value will always have a place at the table.