I have been designing high-end stationery and crafting products for more than 30 years. What started as a personal passion for helping people celebrate their meaningful moments has grown into a business with more than 30 employees and a global customer base.

When the tariff on imported goods from China – where I manufacture my products – jumped to what is now 55 percent, it hit at the heart of what my company does best. But instead of scaling back, I chose to lean in.

The increase happened fast, and like my own, many other businesses were not prepared. So, we jumped right into action. We explored the possibility of manufacturing our products domestically and met with one of the top printing companies in the United States. I gave them one of our signature floral sticker designs. They came back with a clear answer: they could not replicate the level of quality our customers expect.

It was not for lack of skill or effort. The simple truth is that the capabilities required to produce our designs consistently and at scale just aren’t available here in the United States. My team had to act quickly to protect our most important product: not just our goods, but the experience our customers have with our brand.

Responding to tariff challenges

Our annual Anna Griffin | Create event is one of the most meaningful ways we bring that experience to life. This November will mark the 16th edition. When the COVID-19 pandemic first hit in 2020, we had to move the event online. What felt like a crisis at the time ended up opening new doors. The virtual format made Create more accessible for our community and, in many ways, more sustainable.

Now, the rising tariffs have challenged us once again, but in a different way. This time, the pressure was not about format but about value. I could not offer the same volume of materials or the usual extra goodies. What I could offer was transparency and quality.

We listened closely to what our community wanted and used this moment to be more intentional. Our customers asked for a lower price point, so we built an experience that honored that without sacrificing the heart of what makes Create so special. And in the first week alone, more than 1,000 tickets were sold.

To me, that is a testament to the power of delivering something meaningful, even when that may look very different than what it once was.

Navigating this season of change has challenged me to grow immensely as a leader. Here are a few lessons that have helped guide my decisions and may offer you some clarity, too.

When costs rise, don’t just cut, reprioritize

With rising costs, you might be tempted to immediately start slashing costs. But cutting without context can do more harm than good.

Instead of asking what we could eliminate, we asked what mattered most. What do our customers return for? What moments do they remember most? That led us to simplify our offerings, reduce unnecessary extras and protect the creative elements that truly set us apart.

By focusing on quality over quantity, we are able to deliver a more intentional experience that still feels like us.

Transparency builds long-term loyalty

Our customers are smart. They know when something is changing, and they appreciate being included in the ‘why’.

Instead of hiding the impact of the tariffs or making changes behind the scenes, we have been open about what is happening and the hurdles we’re facing along the way. That honesty helped reinforce the trust we’ve spent years building.

People don’t expect perfection. They expect integrity. And when you communicate clearly, even tough changes can deepen your relationship with the people you serve.

Be creative in enhancing (not replacing) your core offering

When the tariffs started to affect what we could physically produce, we looked for ways to bring the essence of our products to life in a new way. Instead of trying to recreate everything exactly as it was, we focused on what our customers value most: creativity and connection.

We doubled down on our digital offerings and introduced Print My Page, a service where people can upload their favorite photos into our scrapbook templates and receive the finished pages right at their doorstep. With this kind of pivot, we didn’t have to reinvent the heart of our business. We simply found another way to express it.

For any leader facing external pressures, the goal shouldn’t be to abandon what works but to explore how you can deliver that value another way without compromising who you are.

Leadership isn’t about avoiding change altogether. It’s about using times of constraint as creative fuel. For me, the rising tariffs have been more than a financial challenge. They have also been a reminder to listen closely to the community I’ve built and to stay flexible without losing sight of what matters most. I hope they do the same for you.

Opinions expressed by The CEO Magazine contributors are their own.