Uncertainty can be scary. Whether you are in the leadership seat or a team member, navigating without clarity brings out unproductive behavior.
Research from the American Psychological Association shows that uncertainty at work negatively impacts mental health, job satisfaction, and performance, while additional studies link uncertainty directly to emotional exhaustion and negative organizational outcomes.
Worry, fear, short tempers, anxiety, frustration, and rumor mills on overdrive are all common responses to uncertainty.
There is a small percentage of the human population that thrives through uncertainty, and an even smaller percentage who successfully translate their comfort into something helpful for the people around them.
Nonetheless, as leaders, we are expected to lead through times of uncertainty, and how we respond to it becomes part of our legacy. You’ve heard “leaders earn their stripes in the difficult times” and “leadership is easy when everything is good” – both are true.
Some situations make the impact of uncertainty predictable: things like significant planned change and unplanned, unexpected change. It also sneaks into the routine of daily operations, but today our focus is on the “big stuff”.
One consistency is that we are all impacted by uncertainty.
The Opportunity
As stressful as times of uncertainty can be, they also present great opportunities for leaders to increase credibility and trust. The key to turning the challenging times into success stories is preparing in advance. This means having a system to deploy when circumstances call for it.
Real Story
I’m working with a long-time client who is in the midst of a big career transition – a planned significant changethat includes a new industry, relocating across the country, and top-level executive responsibility for the first time.
Right now, uncertainty is coming at her from all directions and 20 new people vying for her attention and hoping to influence her.
Fortunately, my client knows keeping her peace and ability to discern is critical for her wellbeing. It is equally important for her board and operations team, if she intends to demonstrate she is the right person for this role.
In a situation that could quickly lead to overwhelm, fatigue, and early missteps, she knows she has to be committed to a systematic approach.
The Framework
Regardless of the specifics, all change is accompanied by degrees of uncertainty. Whether it is something that only impacts you (rare) or an enterprise-wide initiative, there are a few simple, repeatable steps that provide a stable foundation for success.
- Recognize and validate feelings. The first step of keeping it all together through uncertainty is to be aware of your emotions, and recognize others have feelings too. They don’t have to tell you what they are feeling, but as their leader it’s important to acknowledge there are emotions and none of them are “right” or “wrong”.
- This means verbally acknowledging things are changing and not everything is certain yet. It’s normal to feel a range of emotions in times like this. Give each other some grace as we work towards our next chapter of “normal”.
- Set expectations. When things are fluid, it’s tempting to stay silent until everything is worked out.
- Big Mistake. In silence, we humans fill in the blanks with our own assumptions, and our stories are usually not favorable.
- Setting expectations, where you can, helps calm everyone’s nerves, retain trust, and limit the impact of the rumor mill.
- The first place to start is how and when you will communicate, as decisions are made. Next, confirm the importance of the work and keep focus on priorities and delivering with excellence.
- Be honest. I continue to be surprised at how willing leaders can be to “hedge” and even tell “white lies” in the face of uncertainty.
- Failing to be honest will always backfire on you.
- Being honest doesn’t mean sharing everything that is in your head, everything you’ve heard, or every possibility. That just stirs the pot and creates more angst.
- It does mean sharing what is appropriate for the time and circumstance and ensuring it is the truth.
- Follow through. Meet the expectations you set.
- If for some legitimate (not just convenient) reason you cannot meet the expectation you set, formally reset it right away. Then follow through.
- Very little causes leaders to lose credibility and trust more quickly than failing to do what we say we would do when we said they would do it.
- Repeat step one. This system will support you through big challenges and daily discussions.
The Wrap
When individuals, teams, and even entire organizations sit in uncertainty for long, bad things happen. Credibility and trust drain quickly. Before long, we lose talent, clients, and key stakeholders.
Regardless of the source of uncertainty, this simple framework is reliable. It is a proven foundation to support you as you analyze data, work through anomalies, and make decisions you need to make.
My client is at the beginning of significant uncertainty but with a reliable system and methodical approach, I have no doubt she will look back in six months with relief and pride.
Would your leadership team benefit from systems that support you through both stable and chaotic times? Reach out today! The executive coaches at PERSPECTIVES are ready to help.
