I recently had one of those travel experiences that most people dread. Our flight was boarded, everyone was in their seats, bags were stowed, and we were ready for takeoff.

Then, we waited.

Thirty minutes became an hour. An hour became two. Before long, we had spent five and a half hours sitting on the tarmac before our six-hour flight even began. Under normal circumstances, you would expect frustration to take over: complaints, eye rolls, angry conversations, social media posts, mounting demands.

But instead, the mood on our flight remained remarkably positive.

Maybe it was because nearly half the passengers were traveling to the World Cup and their excitement outweighed the inconvenience. Maybe we simply happened to have a uniquely patient group of people. Whatever the reason, the atmosphere never spiraled into negativity. People joked. They remained flexible. They adjusted their expectations. The flight attendants continued serving passengers with calm professionalism, and in return, passengers extended grace. There was certainly disappointment, but there was no hostility.

It reminded me just how contagious behavior can be.

One person’s attitude has an incredible ability to influence another’s. If one passenger had loudly criticized the airline every few minutes, others likely would have joined in. Complaining has a way of attracting more complainers. Anxiety often amplifies anxiety. Frustration feeds frustration. Thankfully, the opposite happened. Calm encouraged calm. Patience encouraged patience. Flexibility encouraged flexibility.

The same principle plays out every day inside organizations. Leaders often find themselves facing circumstances they did not create and cannot immediately fix. Maybe a key employee resigns or a customer relationship becomes strained.

Not every challenge has an immediate explanation or solution. Yet employees are constantly watching one thing: How does the leader respond?

Your response becomes permission for everyone else’s response. If a leader panics, the team becomes anxious. If a leader constantly complains about upper management, ownership, the Board, customers, or circumstances, do not be surprised when employees begin doing the same. If a leader blames others, gossip spreads. However, if a leader remains composed, communicates honestly, and focuses on what can be controlled, resilience begins to spread throughout the organization.

Culture is not built only during annual retreats or by words framed on a wall. It is built in hundreds of ordinary moments when things do not go according to plan.

Anyone can lead when everything is working perfectly. Leadership is most visible when plans unravel.

Unexpected challenges are part of every organization. They are part of life. We cannot eliminate every disruption, disappointment, or inconvenience. But we can choose the posture we bring into those moments. As leaders, we do not simply manage problems—we model responses.

Our teams do not just listen to our words; they absorb our emotions, attitudes, and behaviors. They often take their cues from us long before they hear our instructions.

So, the next time you are faced with an unexpected setback, ask yourself a simple question:

What attitude am I spreading?

Because whether we realize it or not, someone is almost always taking their cue from us. And the culture we experience tomorrow is often shaped by the response we choose today.