How to lead in uncertain times is a question that has been coming up frequently with my clients over the last few months. They have noticed that the current uncertainty (usually related to job security) can trigger anxiety within their teams and themselves, which can reduce motivation, performance and attachment to the organization. If not addressed, behaviours reinforce an organizational belief that “circumstances are beyond our control.” Negative behaviours can range from, trust-eroding, self-interested competitiveness (e.g., withholding information to increase personal power), to varying degrees of disengagement.
In responding to uncertainty, it is often overlooked that uncertainty is a fact of life.
More information will eventually become available, reducing uncertainty, but in the meantime, what can be done? For those leading teams, a more useful question to start with is “how do you want to be as a leader?”
Of course, the reflection on the answer is personal, but the process guided reflection follows is essentially:
- Increase awareness and understanding of the source of stress by identifying symptoms, triggers and the meaning being given the triggers.
- Develop a healthy adaptive response. Change where something old is being broken down, inevitable offers the possibility of something new that will emerge. A healthy adaptation doesn’t ignore what it is happening, but the focus is on describing the future that is desirable.
- Define the contribution you want to make to the desired future. This step is important in helping a leader see their purpose as it relates to others who are looking to them for answers.
Translating this process of reflection into action is best done with others. Team members who are grappling with uncertainty often describe feeling left out, which lowers their sense of importance to the organization. They want to know what they can influence. While they tend to want to be part of creating something new that is a solution, acknowledging that there are certain decisions that need to be made by senior leadership.
While defining a future state and sense of purpose is initiated by a leader, engaging people in conversations that helps inform how to describe the current situation and what the desired future should be is the way for a leader to build support. With a narrative that feels accurate, the conversation can evolve to involving people in how to change according to their expertise.
While there are times to lead from a position of authority, judgment is needed in knowing when and how much to involve others in the collaboration.
Of course, leading change can be complex. However, complexity itself is the best reason for involving others and drawing on multiple perspectives. Change that is well-led contributes to organizational resilience, by helping people recover from whatever shock created the uncertainty and by facilitating agency. In the process, hope replaces fear.