Throughout the year I'm interviewing entrepreneurs and leaders who offer ideas for surviving and thriving in these economic times. The leaders, who hail from a wide variety of businesses, have unique approaches and ideas. I hope readers can find situations similar to their own--along with some inspiration.

Today's column profiles Kristina Bouweiri, the CEO of Reston Limousine, a $15 million transportation company in the Washington, D.C., metro area. Bouweiri is a well-known entrepreneur in her region--as much for her business success as for her philanthropic and community involvement. I met Bouweiri in 2003 when we were both honored by the Washington Business Journal, and our paths have crossed countless times since then. I have never seen her without both a smile and exuberant energy. And she's one of those people others like to be around.

Bouweiri's life as an entrepreneur started when her husband founded Reston Limousine in 1990. Soon Bouweiri joined the firm and became the driving force behind its growth. From a one-car service, the company now has the largest fleet of cars, buses and limousines in its market and employs 300 people. Average employee tenure easily surpasses industry averages. Perhaps because the business started with family, Bouweiri often talks about her employees the same way.

Bouweiri is the first to say that the transportation industry can be a rocky one. When the economy falters, transportation companies often feel it first and immediately. Bouweiri has frequently spoken about how 9/11 was a big blow to her company, forcing her to rebuild as a stronger and more agile company than before. This time around, Bouweiri says the company has held its own despite challenging circumstances. She shares with readers her thoughts on leading through uncertainty.

Kristi Hedges: What is your leadership style?
Kristina Bouweiri: I favor a hands-off style, using mentoring, while empowering others to grow and find their paths to success. I also work to surround myself with capable, intelligent and highly motivated people who are as interested in the company's growth as I am. I'm not afraid to let employees try an idea of their own or look at a new way to do business.

How does your style change during tough economic times?
I am more of a cheerleader to rally the troops. Personally, I am working much harder. I'm out there networking and pounding the pavement, and doing everything possible to bring in more business. I'm communicating more with my staff because it is important for our employees to know where they stand and where the company stands at all times. For Reston Limousine, it is mostly positive because we are doing much better than most in our industry.

What did you learn in the last recession that's helped you cope this time?
September 11 was the last major downturn for me, and I've done a lot of things differently. Last time I was in shock and unable to move quickly to readjust. I didn't lay anyone off and waited it out. Because of my slow reaction, it took five years to recover. This time (and whenever I see a downturn of any type) I am proactive and find a way to cut expenses--even if it requires tough decisions. For example, although we made a profit last year, we did not pay bonuses or incentives due to the economic environment. I refinanced much of my debt to help cash flow, but it lengthened my payment period. We also created a metrics system so that we could track important numbers in real time instead of waiting for the financials to be complete.

Can a company create hope for people?
Definitely. A company can generate hope and foster morale for its employees by finding positive news and continually communicating it. I find it's effective to sponsor team-building events, even though they may seem like nice-to-haves when times are tough. Most important, the leader must be visible and approachable.

How do you deal with uncertainty?
We have meeting after meeting to go over all the different scenarios we may be facing. We allow our employees to join in and make suggestions for cost-cutting and improvements. I find it easier to use open-book management. As long as the employees can see the numbers, they feel the pain and help curb expenses.

What specific programs have you used that help people feel committed and focused?
We did an off-site retreat with our managers and came up with 18 strategic initiatives to accomplish over the next 18 months. Spending three days together morning, noon and night was a great experience. We are all working harder and better together as a team. Being in the limousine business has lots of perks. We get tickets to sporting events, concerts, galas and other fun parties. Each and every employee is included in this perk. In good times, there are incentives that motivate. Even in bad times we have employee appreciation awards each month and other fun ways to earn cash rewards. Drivers are given a small bonus if a client writes a letter to us about great service.

We also have a culture of giving. Our company donates service weekly year-round for those in need. Our employees are proud of that and buy into it. We allow office staff to telework two days a week. It shows our trust, and they love the freedom of saving the commute and working from home. We have built a solid team of people who genuinely like each other and enjoy coming to work. This didn't happen overnight. In the past five years, when we interview someone, the final interview is done by a panel that includes many managers who help decide if the candidate is a good fit.

Why do you think people like working for you?
I provide information, give them responsibility and let them make decisions on their own. I treat our employees like family. I have a genuine interest in their well-being and future. I care, and take the time to talk with them and listen. Part of leadership is being a good listener.

How do you keep your energy level so high?
I tend to be the most productive when my to-do list is very long. I thrive on being busy and pushing myself to the limit. I am able to do this only because I have an incredible support system. It includes a supportive husband, a live-in nanny, weekend help for the children, an executive assistant at work, and a team of capable managers who can take the ball and run with it. I also take very good care of myself by exercising daily, eating healthy, getting a massage once a week and sleeping seven hours a night.

Any last advice for our entrepreneurial women readers managing companies through this particular economic climate?
Read the internet, newspapers, industry news and business books. Network, network and network. Join a chamber of commerce. Serve on the board of an organization. Do as much PR as possible, because much of it is affordable. I have been doing two to three speaking engagements per month and expanding my contact base. Offer to write articles for publications and get your name out there as much as possible. Take advantage of opportunities, because competitors will go out of business.

Above all, stay calm and positive.