Leading in times of uncertainty requires demonstrating that you are a reliable and forward-thinking leader

Leadership in Challenging Times

The following contribution comes from the website of the prestigious Forbes magazine and is authored by Tracy L. Lawrence, founder and CEO of The Lawrence Advisory, a leadership consulting firm that advises its clients through executive coaching, high-performing team building, the development of engaged cultures, and business growth. She has held leadership positions at Russell Reynolds Associates, Fox Corporation, and Viacom. Most recently, she served as Executive Resident at the Marshall School of Business at the University of Southern California. She holds a bachelor’s degree in Economics from Stanford University and an MBA from Harvard Business School.

 

 

Business leaders are comfortable discussing market dynamics, strategic initiatives, and even complex issues like returning to the office. But today, employees’ minds may be on more complex issues: natural disasters, political and economic uncertainty, health problems, and other disruptions that would have been unimaginable just a few years ago.

From my headquarters in Los Angeles, I’ve seen clients and associates grapple with evacuations, displacement, fear, and loss during the recent wildfires. However, communities and organizations across the country are facing their own unprecedented challenges. The impact on company culture, job stability, and productivity can be profound.

To strengthen your organization’s competitiveness in times of uncertainty, adopt consistent and flexible frameworks that support employees through a variety of personal challenges while maintaining appropriate boundaries and ensuring fair treatment. Here’s where to start.

 

 

Setting the Tone

Research consistently shows that CEOs influence organizational culture in significant and measurable ways.

In times of crisis, your organization looks to you for answers not only about what to do, but also about how to feel and treat one another. Demonstrate genuine empathy from the top, and you’ll enable all levels of management to do the same.

Likewise, if you prioritize rigid policies over human needs, that inflexibility will have negative consequences, creating a culture of presenteeism and disengagement that can cause lasting damage to organizational performance.

One of the most common mistakes I see is that leaders inadvertently foster toxic positivity.

Often, these executives have good intentions but are uncomfortable listening to the challenges their employees face. The result? Important issues go unnoticed rather than addressed, creating a growing disconnect between leadership’s perception and employees’ daily reality.

 

Shape the culture to thrive.

In short, your response to today’s challenges isn’t just about managing immediate circumstances; it’s about shaping the organizational culture to help your company and your people thrive in the long run. When Uncertainty Is Shared

Leaders face a unique challenge when a crisis affects everyone: a natural disaster, a community tragedy, or an incident directly involving their company.

Clear and frequent communication becomes even more crucial during these times.

People need to know what the organization is doing to respond to the situation, what resources are available, and what they can expect going forward. Even if you don’t have all the answers, regular updates help maintain trust and reduce anxiety.

Be Available and Visible

Stay visible and available. Your presence as a leader is as important, if not more so, than your solutions during shared crises. Make yourself accessible through public meetings, office tours, or regular video updates. Demonstrate your engagement with the situation and your commitment to supporting your team. Most importantly, show appropriate vulnerability while maintaining clear direction. You don’t need to have all the answers, but you do need to demonstrate confident and firm leadership. Share your process for managing uncertainty, focusing on concrete next steps and available support systems. Remember that each team member will approach shared challenges differently. By maintaining consistent policies, create flexibility for different responses and recovery timelines.

 

Supporting People

Leaders are increasingly facing situations where employees are deeply affected by social issues or personal concerns that may not be directly related to work or affect everyone equally.

These challenges can significantly impact employee well-being and performance, whether it’s anxiety about climate change, distress over political events, or issues stemming from personal beliefs or identities.

Address these situations by starting with empathy, while maintaining professional boundaries. It’s not necessary to share employees’ opinions or experiences to acknowledge their feelings and offer support.

 

Remember that current challenges aren’t always visible.

For every employee who reports being evacuated due to a natural disaster, others are silently struggling with mental health issues, family care responsibilities, or financial stress.

 

An Environment Where People Can Be Authentic

Create clear channels of support that don’t depend on each manager’s capacity or comfort level with sensitive topics. Remember that your role isn’t to solve personal problems or validate political opinions, but to maintain a professional environment where all employees can be authentic and contribute their best selves. Building Organizational Resilience

Crises test every aspect of your organization, from operating systems to cultural foundations. While these moments expose vulnerabilities, they also present opportunities to strengthen organizational resilience. The policies and practices you implement during challenging times not only solve immediate problems but also strengthen your memory for future challenges and signal lasting cultural priorities.

 

Consider the impact of the pandemic on remote work policies. Organizations that viewed the crisis as an opportunity to reimagine how work is done emerged with more flexible and resilient operating models. According to an October 2024 analysis by the U.S. Bureau of Labor Statistics, industries that embraced remote work during the pandemic became more resilient, achieving higher productivity and reduced operating costs. The difference lay not only in the immediate response but also in recognizing the opportunity to build stronger systems for the future.

 

To capitalize on these opportunities, create systems and cultures that foster empathetic leadership.

 

– Create psychological safety at scale: Start from the top: Model appropriate vulnerability and establish clear channels for open dialogue. Implement policies that normalize seeking help to generate direct feedback to senior management and ensure your executive team remains united in championing employee well-being.

 

– Empower leaders with flexible solutions: Provide managers with clear frameworks to offer accommodations while maintaining performance standards. Prioritize results over time spent in the office and strongly uphold your organization’s values ​​when employee concerns align with these commitments.

 

– Implement systematic checks: Implement regular pulse surveys, conduct listening visits with executives, and monitor key metrics on engagement and utilization of support programs. Use this data to identify patterns and measure the effectiveness of your initiatives.

 

– Align performance metrics with empathetic leadership: Integrate well-being metrics into executive dashboards and reward effective people management. Monitor how flexibility impacts performance and prioritize demonstrated empathy in succession planning.

 

 

Transforming Reactive Responses

This systematic approach transforms reactive responses, on a case-by-case basis, into sustainable, supportive cultures that improve performance. When implemented correctly, these systems create a virtuous cycle: supported employees achieve better results, driving organizational success and funding continued investment in employee well-being.

 

A Long-Term Vision

We live in an era where “interesting times” arrive with exhausting frequency, testing organizational and human resilience in unprecedented ways. However, astute executives recognize that flexibility and empathy during difficult times yield lasting benefits in engagement, retention, and productivity. More importantly, these qualities build a resilient workforce to meet future challenges.

Your employees will remember how you made them feel during their toughest times. Supporting them through hardship is not just good business strategy, but fundamentally the right thing to do.

 

 

 

 

Ser adaptable no es suficiente.

Being adaptable isn’t enough. You have to prove it.

The following contribution comes from the Harvard Business Review website and is authored by Marlo Lyons, an executive, team, and career coach, as well as the host of Work Unscripted.

 

Summary: Adaptability and learning agility have become the foundation of business transformation, innovation, and people leadership.

The challenge lies in the fact that most leaders claim to be adaptable, but few know how to consistently demonstrate their adaptability.

 

Adaptability as a Differentiator

In today’s disruptive world, from AI and automation to remote work, market volatility, and constant reorganizations, adaptability is the new differentiator in leadership.

The leaders most likely to advance are not simply high performers who meet or exceed their objectives. These are leaders who embody agility, resilience, and foresight on a daily basis, demonstrating that they can lead through uncertainty rather than being derailed by it or clinging to the status quo.

The challenge lies in the fact that most leaders claim to be adaptable, but few know how to consistently demonstrate it. To rise to senior management, one must not only be adaptable but also demonstrate it clearly and visibly in meetings, business initiatives, communication, and relationships.

What makes a leader adaptable?

Through my work as an executive coach, I have discovered that adaptability rests on three pillars:

1. Agility. Agility is the ability not only to adapt quickly when priorities change but also to integrate others. It’s not about blindly agreeing with all of your superiors’ decisions but rather being visionary and seeing change as an opportunity for innovation.

Recently, I coached an executive who led a small market research team. He was stunned when he was told that unless he could quickly adapt the team to more generative AI workflows to accelerate reporting cycles and reduce the need for external contractors, his entire team, including himself, would likely be laid off and all work would be outsourced to save on labor. It seemed like an impossible task. Several of his analysts possessed deep institutional knowledge that he knew the company needed, but limited AI experience.

 

Initially, during our coaching sessions, he wanted to resist the change.

He believed the cuts overlooked the nuances and strategic value of his team’s work and felt it was unfair to ask his people to switch overnight to tools they barely understood.

 

But as we explored the situation together, he quickly realized that instead of resisting, he needed to reframe the situation as an opportunity to reimagine how his team operated.

He presented a comprehensive plan to senior management on how his team could close the skills and workflow gaps within 60 days.

 

Embracing Change Without Fear

Critically, he brought his team on board. He openly acknowledged their fears, involved them in co-designing a pilot, and presented change as an investment in their future, rather than a threat to their roles.

By the end of the pilot, his analysts were confidently applying rapid engineering techniques, and the new workflow delivered customer insights twice as fast at half the cost by combining the speed of AI with his team’s deep institutional knowledge. The results were clear. The Company suspended its offshoring plan, retained all team members, and praised the group as a model of how AI could enhance human expertise and workflows. The leader’s ability to adapt quickly and inspire his team and senior management to adapt to him illustrated a level of agility that the CEO acknowledged at the annual employee meeting and that has positioned him for a broader transformational role within the company.

 

2. Resilience Resilience is about maintaining composure under pressure and sustaining performance during turbulent times. Layoffs, restructurings, changes in economic policies, and mergers can test the emotional stability of leaders. Those who model calm focus will foster greater psychological safety within their teams.

 

One senior executive I advised had to lead layoffs five times in three years, but he refused to let fear become the team’s dominant narrative. He shared information transparently, acknowledged the challenging market and the company’s financial difficulties, and consistently refocused his team on what he could control: his own training, cross-training, and development. This leader’s unwavering resolve provided clarity and consistency that enabled his team to continue delivering results amidst constant disruption.

 

3. Foresight. Foresight distinguishes reactive managers from visionary leaders. The difference lies in being able to look beyond today’s metrics to anticipate tomorrow’s challenges. This involves studying market data, monitoring competitive changes, and interpreting early signs of disruption before they impact your organization.

 

I coached a vice president of global operations and sourcing at a mid-sized consumer goods company. A few years ago, she identified early warning signs in trade negotiations, commodity prices, and competitor inventory behavior. She used this information to model multiple risk scenarios and pinpoint which parts of the company’s supply chain were most vulnerable. She then worked with purchasing, logistics, and finance to quietly diversify suppliers, accelerate production cycles, and relocate some assembly to lower-risk countries. She also developed contingency plans so the company could adapt within days if new government policies affected its strategy.

 

This year, when tariffs were implemented, her division avoided the cost spikes that impacted competitors. While competitors were likely rushing to renegotiate contracts or absorb margin losses, her team had already secured a steady, uninterrupted flow of the materials, components, and products the company needed, with predictable volumes, prices, and delivery times. Her foresight was recognized for protecting profitability, preserving jobs that would otherwise have been cut, and giving her company a strategic advantage in a turbulent market. Clearly, her foresight saved her millions of dollars (and perhaps her solvency), leading to her promotion.

Anticipating market changes is only one part of the equation. Leaders must also be forward-thinking about technological innovations and how businesses leverage them. Leaders who continually identify future capacity needs and empower their teams to adapt to emerging technologies will demonstrate the strategic foresight and business readiness necessary for broader leadership roles.

 

 

How to Make Adaptability Part of Your Leadership Brand

When trying to climb into senior leadership positions, you can’t just proclaim “I’m adaptable” and expect people to simply believe it. Here are three ways to make adaptability part of your brand through how it’s shown in your everyday actions and interactions:

Model Change-Ready Leadership Every Day

Projects collapse. Markets shift. Crucial talent leaves. Disruption is everywhere, and your response when it happens will model either change-ready behavior or rigidity. Leaders who model change-ready behavior transform panic into calm and frame unpredictability as a shared, solvable challenge, rather than an existential threat.

Boards of directors and CEOs see through the lens of growth, transformation, and risk.

To align with that perspective and demonstrate that you think like a leader, shift your language from protecting the past to shaping the future. “That’s how we’ve always done it” is the easiest way to demonstrate a lack of adaptability, but phrases like “What could we gain if we reimagined this?” or “What would this look like if we started from scratch today?” demonstrate intellectual agility.

 

You can also show your leadership that you’re adaptable by volunteering for transformative initiatives, no matter their size. One of my clients joined an interdisciplinary AI ethics working group that was far removed from her role (and her comfort zone). Her participation immediately gave her a new level of visibility within the company, and she became known across departments as a curious and adaptable person. Six months later, she was offered a broader leadership opportunity.

 

Remember: Adaptability is contagious! In one-on-one conversations with your direct reports or in team meetings, talk about how you’re addressing current or future changes. Acknowledge your own discomfort with adopting new processes or technologies, and then share how you’re managing it. This transparency builds trust and tells your team that evolving together is part of the company culture.

 

Show empathy and accountability.

Empathy and accountability are not mutually exclusive. Demonstrating empathy means helping people process the discomfort of change while maintaining momentum.

A leader who can say, «I know this change is difficult, and I’m here to help you through it,» while also striving to meet deadlines, creates psychological safety and consistency in performance. This combination is exactly what senior managers look for when assessing who is ready for a larger project. They promote leaders who can support people during times of uncertainty while demanding clear expectations, high-quality work, and timely deliveries.

Ask yourself:

Do I demonstrate resilience and optimism when facing market volatility or strategic changes?

 

How do I balance empathy and accountability when my team experiences change fatigue?

 

Am I learning quickly enough to guide others into the future? Once you’ve answered these questions, look for gaps, which will provide a roadmap for growth. For example, if you recognize that you’re prioritizing finding solutions rather than engaging with empathy, practice discussing the impact of change with your team before defining evolving expectations and the path forward. If you don’t make time to keep up with the latest AI technologies and aren’t sure how they could boost your business, consider taking an AI business course to learn about the latest innovations and their business impact.

 

Ultimately, empathy keeps people engaged, and accountability propels teams forward. Leaders who can demonstrate both will earn trust, demonstrate maturity, and make it clear they are already operating at the next level.

Demonstrate learning and growth. With the rise of AI, automation, and quantum computing, continuous learning is no longer optional. Leaders who aspire to progress must understand how emerging technologies will impact their teams and the organization as a whole.

Consider scheduling «learning audits» with your leadership team and then individually with each of their direct reports to understand which of their skills are future-proof and which need strengthening. This demonstrates foresight and that you care about your team’s long-term value to the company.

Paradoxically, the higher leaders climb, the less feedback and development they receive.

Constantly being told you’re excellent can breed complacency, preventing you from pursuing your own growth. Leaders who intentionally continue to progress break that complacency by actively seeking feedback, pursuing coaching, and investing in their own development.

 

 

Agility, Foresight, and Resilience

Because adaptability requires practice, many aspiring leaders partner with executive coaches to help them recognize when to pivot (agility), strengthen market acuity for emerging risks and trends (foresight), and handle conflict or crisis with composure (resilience).

Leaders who pursue this type of continuous development demonstrate that they are serious about adapting to the evolving needs of the business and expanding their impact, indicating they are ready to take on greater responsibilities at the next level.

Common Mistakes That Undermine Adaptability

Even the most capable leaders can unintentionally display rigidity or complacency. As you strive to demonstrate that you are adaptable and ready for advancement, avoid these three common mistakes I have observed:

Confusing stability with adaptability

Longevity with a company does not automatically imply adaptability, regardless of how frequently the company has changed. Being stable and reliable is valuable, but evolving your mindset, processes, and capabilities to keep pace with change is what defines adaptability. Think of it this way: stability endures; adaptability evolves.

 

Equating hard work with growth

Leaders also make the mistake of believing that hard work alone indicates readiness for a promotion. One leader I mentored received outstanding feedback on his work but was passed over for a broader business role. The reason? He needed to move from being an effective executive to a strategic leader. Working hard, solving problems, and ensuring people value working with you are all important, but developing your vision and influence, entrepreneurial thinking, executive presence, and decision-making demonstrates agility through career growth.

 

Avoiding vulnerability. Many executives fear that admitting uncertainty or past mistakes will erode their credibility. In reality, it has the opposite effect. Vulnerability creates connection, credibility builds trust, and together they create influence. Sharing a story about a failed initiative from which you learned demonstrates agility and resilience, while also empowering others to do the same with confidence.

Adaptability and learning agility have become the foundation of business transformation, innovation, and people leadership.

Even if agility, resilience, and foresight don’t come naturally to you, they can be developed through feedback, reflection, and consistent action. Leaders who demonstrate readiness for the next level amidst constant change are those who show with every action and interaction that growth is always at their core.

 

Marlo Lyons is an executive, team, and career coach, and the presenter of Work Unscripted. You can contact her at marlolyonscoaching.com.

 

 

 

Leadership in Uncertainty

The following contribution comes from the Cairn Leadership portal, which defines itself as follows: We believe leadership is best learned through action, not theory. This is what sets us apart.

Every Cairn program combines assessment, real-world experiential learning, and hands-on follow-up to ensure impactful, lasting results that scale with your growth.

Assessment with Clarity

We take the time to understand your team and culture, so every program begins with knowledge, not guesswork.

Author: Karen Miller, team member

 

 

My enemy is not uncertainty.

It’s not even my responsibility to eliminate it.

It’s my responsibility to bring clarity in the midst of uncertainty.

Andy Stanley

 

 

Leading in uncertainty is a skill every leader should possess: nothing is certain, and you’ll need to guide your team through the unknown if you want your business to grow.

Disaster and Uncertainty

I don’t know what the future holds, but we’ll get through it together. On Friday, two days after a natural disaster devastated my region (and nearly destroyed my home), the division I worked for was dissolved. It was divided into four other teams spread across the company. On Monday, I was on a plane to meet with my new leadership team. Why?

 

 

Because in times of uncertainty, my team needed certainty.

Certainty that I would be there to define our new direction. Knowing that I would be there to advocate for them. I am confident that I would provide them with a stable platform to hold onto amidst the chaos of shifting business decision-making winds.

 

We all like stability. It’s comforting to know when our next paycheck will arrive and how much it will be, who our boss is and will be tomorrow, and to have some idea of ​​what we’ll be working on in the future. However, the truth is that the world doesn’t guarantee any of this. Yet, strong, connected leaders can create a space of clarity and calm that transforms these uncertainties of impending disasters into opportunities.

 

Leadership as an Anchor in the Storm of Uncertainty

In psychology, there is the concept of coregulation. Coregulation is the process of helping others regulate their emotions by providing support and modeling calm behaviors and healthy coping strategies. By calmly addressing each new wave of chaos, a strong leader can exercise leadership in uncertainty through coregulation with their team.

For example, if I have a boss who constantly brings me the latest market fluctuations that could change what we’re doing, I’ll start to feel pressured. I’ll become terribly exhausted at the prospect that what I’m doing might be useless tomorrow. However, if that same leader stays up-to-date with the latest technologies and critically considers where to incorporate new advancements and how they fit into our current vision and strategy without disrupting ongoing development, I’ll gain energy knowing that we are both achieving our vision and incorporating exciting new capabilities.

In our next blog post on this topic, we’ll address some mechanisms for becoming an anchor in the storm for your teams: provide stability in areas you CAN control and offer a vision that serves the customer and the community. Meanwhile, you can’t help your team co-regulate if you aren’t able to self-regulate! Read here to learn more about emotional self-regulation.

 

 Perspective-taking for Leadership in Uncertainty

Perspective-taking is the ability to understand and consider another person’s thoughts, feelings, and experiences. An uncertain environment can create pressure.

 

We don’t have time to consider everyone’s perspectives and feelings.

In an environment where leadership must take place amidst uncertainty, we need a diversity of perspectives and feelings even more. With a wide variety of perspectives, we can highlight the most advantageous ones at the moment, which might be different from those that were most advantageous yesterday.

 

When my team dissolved and we abruptly moved to a new space, we lost our previous mission and had to define a new one. I reframed this from a «loss» to a «gain.» We didn’t lose anything because the previous organization didn’t yet have clients. Instead, we gained by joining a team with a strong, established business that we could help expand even further. This perspective gave us what humans need most to take action: hope.

 

In our next blog post on this topic, we’ll talk about how to generate hope instead of fear in an uncertain environment. We’ll explore how to prepare your team for the opportunities that change can bring if you’re ready to seize them. These include: incorporating the human factor into quick decisions; anticipating change and preparing others to expect it; and avoiding assuming that what worked yesterday will work tomorrow. In the meantime, try getting some fresh air to gain a new perspective.

Taking care of the business vs. taking care of the people: Can you do both? Yes. You won’t please everyone, but you can treat everyone with respect. My relationships with my colleagues don’t have to end when one of us leaves the team. This is the fundamental idea behind networking. Networks create access to new jobs, advice, information, and collaboration opportunities. I can treat everyone as a valuable person, regardless of whether the changes in the business are optimal for them or not.

 

In business, we will be forced to make difficult decisions. We won’t last much longer if we don’t generate revenue, offer customers what they want, and are efficient with our resources. Furthermore, good morale also depends on applying the right resources to the right problems, not on how nice the manager is. If an employee no longer fits the «right resource» category, a good leader will treat them with dignity and transparency and guide them through the transition, regardless of the outcome. Perhaps they can be retrained to become a «right resource,» or perhaps they should take a different role somewhere else where they are happier. Any outcome is better than trying to force someone into a role they don’t belong in or don’t enjoy.

 

Balancing due diligence in business decisions with consideration for those affected is delicate. In the next blog post, we’ll address leadership skills for times of uncertainty. The most important things are to avoid making unfulfillable promises; communicate clearly, concisely, and compassionately; be transparent, but not indecisive; treat everyone with respect; and create space for change. Meanwhile, read more about decision-making here.

Taking Action to Lead in Times of Uncertainty

Is your team going through a period of uncertainty? We can help you strengthen your ability to build culture. Consider a customized professional development program to help your leadership team transform your culture. Improve retention. Increase employee and customer satisfaction. Deliver value. Feel free to contact us here so we can help you continuously improve.

 

 

Leading Change in Times of Uncertainty: The Power of Change Leadership

The following contribution comes from the FranklinCovey website, which defines itself as follows: FranklinCovey is a global leader in helping organizations achieve results that require lasting changes in human behavior—often the most difficult challenge any organization faces. Once achieved, it also constitutes the most enduring competitive advantage.

Authorship by the team.

 

 

Table of Contents

What is Change Leadership?

What Role Does Leadership Play in Times of Disruption or Uncertainty?

Inspiring Change: Mindset and Habits

Building Confidence to Lead Change

Overcoming Obstacles to Change Leadership

Sustaining Change Over Time

Driving Lasting Change with Change Leadership

 

In today’s business environment, change is not only inevitable, but a constant. 42% of companies anticipate that the overall economic slowdown of 2025 will transform how they operate, and business leaders are preparing for radical changes as a result of the rapid evolution of AI, labor and supply chain shortages, and global uncertainty.

 

Whether driven by technological advancements, market shifts, or global challenges, change often arrives unexpectedly, forcing organizations to adapt quickly or risk falling behind.

 

 

In times of uncertainty, the ability to manage and lead change becomes critical to success.

Effective change leadership ensures that organizations can not only survive but also thrive in the face of disruption.

 

Leaders who understand the dynamics of change and can guide their teams through uncertainty will create a resilient and thriving culture that embraces change as an opportunity rather than a threat.

 

Let’s explore how leaders can inspire their teams, foster a culture of growth, and effectively manage organizational change to develop a more future-proof organization that can stand the test of time. What is change leadership?

Change leadership involves guiding people and organizations through transitions, whether triggered by internal changes or external disruptions, and driving behavioral changes to achieve better results.

Unlike traditional management, which focuses on maintaining stability, change leadership prioritizes inspiring and motivating people to adopt new ways of thinking and working.

It is based on understanding the human factor of change

addressing concerns, and helping people see and reap the benefits of change.

In essence, change leadership is people-centered. It emphasizes the emotional and psychological aspects of change, helping people understand why it is necessary and how it will ultimately benefit them and the organization.

Leaders who excel in this area focus on building trust, fostering open communication, and creating a vision that inspires action and commitment.

What role does leadership play in times of disruption or uncertainty?

 

In times of disruption, effective leadership becomes more crucial than ever.

Leaders are responsible for setting the new direction, aligning the team with the vision, and ensuring everyone is prepared to adapt. They provide the stability and clarity people need to navigate uncertainty.

Effective leadership in times of disruption involves creating a strategic framework for change, ensuring every action is aligned with the organization’s long-term goals. Leaders must also help teams manage the emotional challenges that come with uncertainty, ensuring people feel supported and engaged throughout the transition.

 

Beyond Strategic Planning

The role of leadership in driving change during times of uncertainty extends beyond strategic leadership planning. It requires adaptability, compassion, and a proactive approach to solving problems and creating opportunities during times of change. By focusing on both the tactical and emotional aspects of change, leaders help their teams meet new challenges and thrive in evolving environments.

Overall, embracing change requires an inspiring vision, clear communication, and the ability to provide support throughout the process. To this end, there are some essential habits and mindsets that can help leaders and their teams operate more effectively during these periods of uncertainty.

Inspiring Change: Mindset and Habits

To lead change effectively, leaders must first adopt the right mindset and cultivate habits that foster growth and resilience.

Habit 1: Be Proactive®, the first of the 7 Habits of Highly Effective People®, encourages leaders to take initiative and anticipate challenges before they arise. In times of uncertainty, proactive leadership ensures that changes are not merely reactive, but rather well-thought-out and aligned with long-term goals. Instead of focusing on circumstances beyond the leader’s control, such as global economic conditions or the rising popularity of AI, which fall within the Circle of Concern™, effective leaders focus on aspects they can change, such as the reallocation of internal resources or strategic planning, which lie within their Circle of Influence®.

 

The Circle of Influence

When we are proactive, we focus our efforts on our Circle of Influence®. We work on the things we can improve. This allows us to expand our influence over time and create more options and opportunities. When we are reactive, we get stuck focusing on our Circle of Concern™, on things over which we have little or no control.

 

Habit 2: Begin with the End in Mind® is equally important for leaders managing change. By establishing a clear vision and articulating the desired outcome, leaders can help their teams understand the purpose of the change and the benefits it will bring. Even when the vision for the future needs to shift, a future-oriented mindset allows people to stay motivated as they face challenges and fosters a sense of ownership over the change process.

 

Furthermore, Habit 3: Put First Things First® can be invaluable for leaders and teams navigating uncertainty and change. Amidst shifting priorities, this principle reminds people to dedicate time to the things that truly matter. Instead of getting sidetracked by minor issues or dropping everything to address every small problem, we should remember to focus on the most impactful tasks that directly contribute to the organization’s mission, values, and priority goals.

When change happens rapidly, it’s easy to feel overwhelmed and give equal weight to every task. Learning to distinguish between urgent and important tasks and seemingly urgent but distracting ones will help leaders and teams stay focused and reduce burnout during periods of uncertainty.

Finally, adopting a growth mindset, as demonstrated by Habit 4: Think Win-Win®, is crucial for organizations facing change. Also known as the abundance principle, Think Win-Win is about finding mutually beneficial solutions in all human interactions. This abundance mindset allows us to see change as an opportunity, rather than a threat.

 

When we believe there is enough for everyone, the fear-based scarcity mindset that often leads us to react negatively to change disappears. Instead, we look for ways in which all parties can win and approach others with generosity and camaraderie. Leaders who foster a «we’re all in this together» approach through open communication, collaborative problem-solving, and a balance of courage and consideration will empower their teams to support each other’s needs while innovating to find new solutions as conditions evolve.

 

Why think about win-win? Win-win requires us to be both courageous and considerate, to approach others with generosity and a sense of camaraderie. When we do this—when we demonstrate our interest in their interests and successfully advocate for our own needs—we build stronger, more trusting relationships.

 

By cultivating a mindset of

 

By cultivating a mindset of proactivity, vision, prioritization, and mutual benefit, leaders can inspire their teams to embrace change and approach it with confidence.

Building Trust to Lead Change

Quote from PNG

“Building trust is the supreme act of leadership, the skill that transforms a manager into a leader.” – Stephen M. R. Covey, author of The Speed ​​of Trust and Trust & Inspire

 

Trust is the foundation of any successful change initiative. Without trust, even the best-laid plans will fail, as teams may resist or disengage from the change process. Building trust is essential for leaders seeking to guide their organizations through change, as it improves communication, fosters collaboration, and reduces resistance.

 

When trust is high, people feel secure, and communication, creativity, and commitment improve. Trust ultimately accelerates the change process, enabling faster decision-making, better collaboration, and stronger relationships across the organization.

 

In times of change, trust helps reduce uncertainty, as it ensures team members feel supported and are more likely to openly communicate their concerns and ideas. A culture of trust facilitates smoother transitions, even in the most uncertain environments.

 

With this in mind, what are some practical steps leaders can take to build trust within their teams?

 

Promote transparency by sharing more information about decisions and discussions in real time.

Take ownership of mistakes made or revisit past mistakes to demonstrate growth.

Recognize your team when they receive positive feedback on their work.

Dedicate a few minutes each day to asking meaningful questions about your direct reports’ lives outside of work.

Clarify expectations when assigning tasks and share examples to prepare team members for success.

Listen to your employees’ perspectives before sharing your own opinions or comments. Extend trust to your team members by removing barriers and empowering them to make the right decisions. While these trust-building behaviors are impactful even in relatively calm times, they are especially crucial during disruptive periods, when suspicion, confusion, and fear can easily take over. By making a concerted effort to foster trust within their teams, leaders can boost engagement, collaboration, and innovation at a time when these crucial aspects of success might otherwise falter.

Overcoming Obstacles to Change Leadership

Resistance to change is one of the most common obstacles leaders face. In fact, Gartner data reveals that two-thirds of employees resist change. It’s understandable that employees may feel insecure, fearful, or disconnected from proposed changes, leading to resistance or disengagement. Another challenge is misalignment, when teams or departments don’t share the same vision or commitment to change.

 

 

By listening to employee concerns, actively involving them in the change process,

and ensuring clarity of expectations, leaders can mitigate resistance and foster alignment. Leaders should also model the behaviors they want to see in their teams, demonstrating commitment to the change process and encouraging others to follow their lead.

When guiding your team through the change process, keep these key takeaways in mind: How you communicate change is paramount. Regardless of whether you’ve had direct involvement in the decision-making process, it’s crucial to communicate this change in a way that resonates with your team members and strengthens the connection. First, explain why the change is happening and what it means for your team. Then, listen to their concerns, help them set new goals, and provide the ongoing support they need. Ensuring your team understands the thought process behind the change, how it will affect them, and that they know they’re not alone will go a long way.

Change follows a predictable pattern. Most of us are naturally resistant to change; in fact, neuroscience shows that our brains are hardwired to resist it. But historically (and even prehistorically), the survival of the fittest has come down to those who can adapt to change. And while every change will have its own unique circumstances, there is a completely predictable pattern to change, demonstrating that it is indeed possible to experience some predictability in unpredictable times.

 

Disruption, Adoption, and Innovation

This «change model» guides people from the status quo through the stages of disruption, adoption, and innovation. Effective leaders can engage their people to accelerate the transition through these stages and improve outcomes.

When leaders help their teams manage their reactions to change and move forward more successfully, they can seize this new opportunity without being paralyzed by fear of the unknown.

 

Consider change as an ongoing process, an integral part of your culture.

It is very likely that any change you and your team face will not have a defined end. It will continue to have an impact across the entire organization, the industry, and the world. And just when you think you’ve overcome the obstacle, another change is likely to occur, disrupting things once again.

 

By fostering agility and resilience in your team, and creating a culture that sees change as an opportunity for growth, you can ensure that change is part of the process, rather than the exception to the rule.

 

Keep expectations clear. Ambiguity is often the root cause of problems in interpersonal relationships, and it’s everywhere during times of change. Leaders can combat doubt by being crystal clear about expectations, goals, responsibilities, and outcomes. If team members perceive the rules as vague or are unsure who should be responsible for which tasks, this confusion will further undermine trust and make change management even more difficult. Get ahead of any potential chaos and confusion by clarifying roles and responsibilities with your team as changes occur (or even before they are officially implemented).

 

You can’t change the fruit without changing the root. As Stephen R. Covey aptly put it, you can’t expect a different outcome without changing the initial processes. Leaders who want to facilitate different results must focus on the power of collective behavior change.

 

The Impact on Results

How your team thinks, feels, and acts in response to new initiatives, policy changes, and evolving technologies will have a direct impact on results. It’s beneficial to focus on these “root causes” to help team members embrace the idea of ​​change, rather than run from it. By changing the root cause, you can change the outcome, whether it’s a more engaged and collaborative team or improved strategic execution.

Sustainable Change Over Time

Successful change isn’t just about the initial transition; it’s about sustaining it over the long term. To ensure lasting success, leaders must focus on providing ongoing feedback, reinforcing new behaviors, and aligning incentives with desired outcomes.

A key strategy for sustaining change is maintaining open communication and regularly checking in with team members to assess progress. Regular one-on-one meetings provide the ideal opportunity to evaluate individual feedback, address concerns, and offer support, ensuring that team members remain engaged and aligned with the change. Recognizing and rewarding new behaviors reinforces change, helping it become integrated into the organizational culture.

Continuous learning and development programs also play a critical role in ensuring that changes remain effective and sustainable, as well as helping team members feel prepared to take on new responsibilities and respond to change with resilience.

 

 

Integrating the new into daily operations

Leaders must ensure that new processes and behaviors are integrated into daily operations, providing consistency and stability over time. Creating a feedback culture will also be key to ensuring that employees feel supported and empowered to continuously refine and adapt both their individual effectiveness and their responses to change.

Drive lasting change with change leadership

 

Ultimately, the ability to lead change effectively is the cornerstone of organizational success in times of uncertainty. Leaders skilled in change leadership help their teams navigate disruptions with clarity, resilience, and purpose. By fostering a growth mindset, building trust, and overcoming obstacles, leaders can drive lasting transformation within their organizations.

Learn more about how thriving organizations respond to uncertainty and disruption to enhance cultural and leadership development, individual effectiveness, and achieve groundbreaking results.

 

 

Resilient Leadership: The Reliable Compass in Uncertainty

The following contribution comes from the ITD World portal (Your Global Coaching & Leadership Development Partner), which defines itself as follows: Talent and Leadership Development; Corporate Training and Consulting; Professional Competency Certification; Mega-events and Seminars; Agency of Coaches, Mentors, and Speakers; Community Services and Campaigns.

More than 238 world-class programs and over 100 dedicated mega-gurus, leading international professionals, trainers, speakers, coaches, and consultants from around the world.

The author is Jonathan M. Pham, a member of the team.

 

 

A practical framework for developing resilient leadership and becoming the source of strength your team needs when it matters most.

Leading is easy when the sea is calm. However, the true measure of a leader is not found in times of stability, but in how they perform during a crisis. It is in these moments of pressure, uncertainty, and high risk that resilient leadership emerges as the most important capability.

 

Resilient leadership is the ability to anticipate, prepare for, respond to, and adapt to change and disruption, enabling leaders to guide their teams through adversity, learn from challenges, and emerge stronger and more effective than before. It is a crucial requirement for navigating constant disruption, mitigating employee burnout, and boosting performance, while retaining top talent in today’s volatile and complex world. The 5F framework (Focused, Fast, Flexible, Fearless, and Fun) offers a practical and holistic system for leaders to cultivate sustainable resilience, guiding their mindset and actions to face adversity with clarity, speed, agility, courage, and energy.

 

To cultivate resilience, leaders must intentionally adopt practices such as mindfulness, detached self-awareness, an agile and experiential mindset, cultivating positive emotions like gratitude, and building a strong personal support system. Organizations should invest in targeted training and coaching, foster psychological safety, offer support resources for developmental challenges, and establish mechanisms such as Employee Assistance Programs (EAPs) and peer mentoring groups.

Resilience as a Learnable Skill

Contrary to common myths, leadership resilience is a dynamic and learnable skill that involves emotional regulation, not an innate or emotionless trait. It requires leaders to learn how to manage their own well-being and address team resistance to change through empathy and transparency.

 

Table of Contents

What is resilient leadership? Examples of resilient leaders

The importance of resilience in leadership

Elements of resilient leadership: The 5F Framework

Focus

Fast

Flexible

Fearless

Fun

Practices for more resilient leadership

Master your attention through mindfulness

Practice detached self-awareness

Adopt an agile and experiential mindset

Intentionally cultivate positive emotions

Build your personal support network

How organizations can develop more resilient leaders

Common misconceptions about resilience in leadership

Challenges of resilient leadership

Quotes on resilience in leadership

Books on resilient leadership

Resilient leadership training with ITD World

What is resilient leadership?

Resilient leadership is the ability of leaders to anticipate, prepare for, respond to, and adapt to both gradual change and sudden disruption. It is a set of active, dynamic, and easy-to-learn skills that enable leaders to guide their teams through adversity and emerge stronger.

 

 

Learning from setbacks

Traditionally, resilience is perceived as the ability to bounce back after a setback. However, this is not enough in today’s business landscape. A resilient leader not only weathers the storm but also learns from it and leverages the experience to become more capable, insightful, and effective than before. In other words, they «bounce back.»

Key characteristics of resilient leaders:

Serenity: The ability to control one’s emotions and project a sense of stability and confidence, even when feeling stressed. It prevents the leader’s anxiety from becoming the team’s anxiety.

Realistic optimism: Recognizing the harsh reality of a situation without sugarcoating it, while maintaining a firm belief in the team’s ability to overcome the challenge.

 

Mental agility and flexibility: The ability to abandon a failing plan, consider diverse perspectives, and quickly shift to a different approach as circumstances change.

 

A strong sense of purpose: Being anchored in a clear «why» that provides meaning and motivation in turbulent times.

Traits of resilient leadership

Examples of resilient leaders

The combination of traits mentioned above has been demonstrated by some of the most respected leaders in history and the business world.

A historical example: Nelson Mandela. His ability to endure 27 years of imprisonment and emerge unscathed, ready to lead South Africa toward reconciliation, is a testament to personal resilience. Thanks to his unwavering vision—a free and equal nation—and his composure, Mandela was able to withstand unimaginable adversity and guide his country through a fragile transformation.

A business example: Satya Nadella. When Nadella took over as CEO of Microsoft in 2014, the company was widely considered to have missed the mark on key market changes. However, Nadella demonstrated remarkable mental flexibility by leading a radical cultural shift, moving from a «know-it-all» mindset to a «learn-it-all» one. He steered the company’s strategy toward cloud computing and open-source collaboration—areas Microsoft had previously resisted—demonstrating his adaptability and propelling the entire organization into a new era of success.

The Importance of Resilience in Leadership

Today’s work environment is defined by a level of volatility and complexity that makes resilient leadership a necessity for survival and growth.

Dealing with constant disruption: The relentless pace of AI-driven transformation, coupled with economic uncertainty and geopolitical instability, means that change is now a constant. Only resilient leaders can provide the steady, clear-headed decision-making needed to guide their teams through this turbulence without becoming paralyzed.

Combating burnout: The pressures of the modern workplace have significantly impacted employees, and reports consistently show that job stress has reached record levels. A leader’s personal resilience acts as a critical buffer for their team. In fact, research has demonstrated a direct correlation between a leader’s positive behaviors and the well-being of their people.

Boosting performance and retaining talent: Studies have concluded that teams led by resilient leaders are typically more engaged, innovative, and able to maintain performance during challenging times. Furthermore, in today’s competitive talent market, a leader who provides stability and support is a key reason why top employees choose to stay. Resilient Leadership

Leadership Resilience in the Digital Age

Conversely, the presence of a fragile, easily overwhelmed, or reactive leader has tangible and destructive consequences.

Their contagious anxiety not only creates chaos but also makes them more prone to impulsive and short-sighted decisions or paralyzed by indecision, hindering progress when action is most needed. Under their leadership, people are more likely to experience burnout and leave the organization, resulting in a costly talent drain.

In today’s world, investing in leadership resilience is no longer just about developing leaders, but about preparing the entire organization for the future.

Elements of Resilient Leadership: The 5F Framework

To cultivate resilience sustainably, leaders need more than just a vague intention to be «stronger»; They need a practical and memorable framework to guide their mindset and actions.

At ITD World, our approach is based on the 5Fs of Resilience in Leadership, developed by Dr. Peter Chee, Dr. William J. Rothwell, and Aaron Ngui. The model provides a holistic system that addresses the clarity, speed, agility, courage, and energy needed to lead in the face of any adversity.

 

Focus

In the midst of chaos, the ability to focus is paramount. This means distinguishing between the noise and prioritizing the few high-impact tasks and projects that will generate the most significant results. For teams, it involves the leader’s ability to consistently align everyone’s energy with the organization’s purpose, values, and vision, providing a clear «objective» when everything else is in motion.

 

In practice: A focused leader, amidst market instability, will communicate to their team: «There are hundreds of things we could be doing right now, but this quarter we will focus exclusively on retaining our top 20 customers. That is our most important goal.»

 

 

Fast

In a rapidly changing environment, speed of adaptation is a key advantage. Essentially, it’s about prioritizing effective action and rapid iteration over slow, perfect planning. It encourages leaders and their teams to test ideas, learn quickly, and move away from what doesn’t work, while maintaining a standard of excellence.

 

In practice: Instead of spending six months developing a «perfect» product in isolation, it’s recommended to develop and launch a «minimum viable» prototype to quickly obtain real feedback.

 

Read more: Change Management: Best Practices for Leading Organizational Transformation

Flexible

Flexibility is the mental agility to find alternative solutions when initial plans inevitably fail. It’s the ability to abandon a preconceived path, accept new information, and creatively adjust the approach to stay on track toward the main objective.

 

In practice: When a key supplier suddenly goes bankrupt, a flexible leader doesn’t just analyze the problem; they envision a new set of options. Facilitate brainstorming by asking, “Okay, plan A is no longer possible. What could plans B, C, or D look like? How can we turn this situation into an opportunity to establish a stronger supply chain?”

 

Audacity

More than recklessness or a lack of fear, audacity means being well-equipped with the courage and personal energy to face challenges decisively. This inner strength is sustained by maintaining high energy levels, boosting self-esteem, providing mentorship, and inspiring faith in the collective mission.

In practice: A leader must be willing to make a difficult but necessary decision, such as dismantling a popular but unprofitable legacy product, because they are convinced it is the right decision for the long-term health of the organization.

Fun

Even in the most challenging times, maintaining a positive attitude and fostering genuine human connection provides a powerful tool for moving forward. This involves the intentional practice of generating hope, celebrating small victories, and finding quiet moments to replenish the team’s emotional reserves. In practice: A leader infuses fun and positivity by starting a tense meeting with a moment of sincere appreciation for the team’s hard work, using appropriate humor to break the tension, or scheduling a simple team lunch to reconnect on a human level after a busy week.

 

 

Leading Through Uncertainty: Turning Turbulence into Strength

The following contribution comes from Ed Robinson’s Capacity Building Solutions portal, which describes itself as follows: I help business leaders who want to improve their professional performance and personal lives! I advise the few who impact the many. My current client portfolio generates over $3 billion in annual sales and employs more than 3,200 people. In addition, my clients have participated in over $300 million in acquisitions.

My professional goal is to make the world a better place by helping leaders achieve their best selves. I also want to show them that success and work-life balance are not conflicting goals. I am an executive coach, management consultant, teacher/trainer, blogger/writer, speaker, meeting facilitator, and developer of business assessment tools.

Author: Ed Robinson

 

 

Uncertainty is not a visitor; it is the environment in which we work. Every leader, whether running a startup, a family business, or a large corporation, feels its presence.

It seeps into forecasts, lengthens sales cycles, clouds hiring decisions, disrupts supply chains, and undermines customer confidence. We can’t escape it. Uncertainty is an integral part of modern business life.

 

The mistake many make is treating uncertainty as an intruder to be chased away.

They think, «If only I could fix this, everything would go back to normal.» But normal isn’t coming back, at least not as we imagine it. The pace of change in technology, global markets, and customer behavior ensures that volatility will remain constant.

 

Instead of asking, «When will it stabilize?», the more insightful question is, «How can my organization and I perform better in the face of instability?» Uncertainty Exposes Gaps

 

 

It shows us where we’re overloaded, where our processes are weak, and where our culture lacks resilience.

But it also provides opportunities: the chance to refine our systems, clarify our story, strengthen our balance sheets, and build teams that thrive under pressure. In many ways, uncertainty doesn’t just test leaders; it reveals them.

 

That’s why two virtues are critical when leading in turbulent times: discipline and empathy. Discipline keeps you steady when the scoreboard falters and results waver. Empathy keeps your people aligned and engaged when fear tempts them to disengage. Together, they form the foundation of leadership that transforms obstacles into momentum.

 

Here’s the work: reframing uncertainty not as a problem to solve, but as the environment to master. Once we accept that, everything else becomes strategy, process, and practice.

How Uncertainty Manifests in Practice

Uncertainty isn’t an abstract concept; it manifests in the everyday reality of running a business. It’s the subtle, relentless pressure that makes even the simplest decisions seem heavier. Here’s how it usually manifests: Forecasts are delayed and sales cycles lengthen. Deals that used to close in 30 days now take 90. Promising prospects fall silent without explanation. Revenue projections that seemed solid last quarter suddenly feel fragile.

 

Suppliers miss deadlines and costs skyrocket. A shipment that was supposed to arrive in a week takes three. Freight rates spike without warning. Raw material shortages force production delays or premium payments.

Cash flow feels tighter. Customers extend payment cycles. Projects are postponed or canceled. Meanwhile, overhead never takes a break.

Your best employees sense the instability. Your best employees are used to uncertainty. They pick up on the nervous tone in customer calls, see missed targets, and start asking questions—sometimes quietly, sometimes loudly. “Are we okay?” “Should we be worried?”

 

The hiring landscape becomes cloudy.

That new position you were eager to fill now seems risky. Candidates are hesitant to leave stable jobs. Teams operate with minimal staff as leaders question expansion.

Customer behavior changes. Customers delay signing, reduce orders, or demand more concessions. Long-term contracts are being renegotiated. Purchasing patterns no longer align with your strategy.

Your own head is racing. The «what if…» monologue starts playing at 2 a.m.: What if revenue keeps falling, what if I lose my key account, what if we cut too much or not enough? Even confident leaders grapple with the mental load.

These aren’t leadership failures. They’re the hallmarks of uncertainty. Every leader faces them at some point. The real difference lies in the response: whether you freeze, react impulsively, or embrace intentional leadership.

It’s normal. Either way, the job is to lead with purpose.

Reframe first: Own the narrative.

When markets whisper «back off,» leaders can choose to be more impactful, with facts, clarity, and consistent communication.

Facts vs. Assumptions: Facts demand action; assumptions demand verification.

Message Discipline: A story, repeated often: where we are, what we’re doing, how we’ll win.

External Voice: Keep promoting. Publish. Network. Momentum beats rumors. Quick script you can use with your team:

“Here’s what we know. Here’s what we don’t know yet. Here’s what we’ll do next. This is how we’ll measure progress.”

 

A Practical Guide for Uncertain Times

Control What You Can Control

Redouble your sales strategies (cadence, follow-up, proposals sent, closings).

Stay visible: events, references, industry rooms where buyers meet.

Publish useful content in the marketplace weekly.

 

Monitor your activities, not just the results you want.

Weekly Scoreboard (examples): calls made, demos booked, quotes sent, pipeline coverage, days to close, on-time delivery, NPS/CSAT, days cash on hand.

Two-Hour Scenario Plan

Build optimal, likely, and worst-case scenarios for 90 days. Link each to specific triggers and actions (e.g., “If bookings are <70% of plan for 2 weeks → freeze discretionary spending and accelerate the upsell campaign”).

Review scenarios every Monday; update actions, not anxiety.

Diversify where it matters

Add an adjacent offering that leverages your current strengths (same buyer, new use case).

Package a smaller, faster “entry” product to reduce buyer friction.

Pilot a trusted customer; set a 30-day success target. Develop the pillars of the process:

Personal: sleep window, exercise, daily log, time for reflection.

Team: weekly leadership meeting, sales pipeline review, post-action reviews (AARs) following wins/losses.

Decisions: simple criteria, accountability, deadlines; write down the decision, the reasoning, and the next review.

Strengthen the balance sheet.

Protect cash flow: forecast 13 weeks, update weekly.

Clean up accounts receivable; reward early payments; adjust terms where necessary.

Stage hiring; control capital expenditures; monitor the ROI of each major investment. Prioritize profitability over vanity revenue: options are where profits are.

 

 

Communication cadence:

Weekly memo for everyone: 5 key points: achievements, figures, focus, risks, support needed.

One-on-one meetings with the manager: don’t skip; train instead of just updating. Customer contacts: proactivity + one useful idea per contact.

Emotions before logic: Leading people through difficult times. You can’t think clearly with an overloaded mind. Shift from the emotional to the logical.

 

Three steps:

Name it: «I sense tension; what’s worrying you?»

Normalize it: «Many teams are feeling this right now. You’re not alone.»

Navigating it: «Here are the facts and our next steps. What do you need from me?»

Improvements against bad decisions:

Set aside time for important calls (sleep on it).

Seek an external perspective.

Ask yourself: What fact would make me change my mind? How can I verify it this week? There are no negative emotions, only bad actions stemming from unprocessed emotions.

 

Empathy you can practice (not just feel)

Recreate difficult conversations with your managers for 15 minutes a week.

Reduce the time between a misstep and a conversation to fix it.

Reflect on what you heard before giving advice.

Helpful phrases:

 

«I’ve noticed X. What’s your take on it?»

 

«On a scale of 1 to 10, where is your stress level? What would reduce it by one point?»

 

«What do you need from me that you’re not getting?»

One-on-one coaching sessions, not just checklists.

Structure builds confidence and speed. Use this dynamic dashboard:

Core Responsibilities: The five core responsibilities of the role.

KPIs: Measurable results linked to those responsibilities.

Behaviors: How these reflect on your interactions with colleagues and clients.

Technical Skills: Tools/systems you need to master this quarter. Development Objectives: Professional and personal growth goals.

 

Example questions:

Which responsibility is thriving? Which one needs support?

 

What is your top metric this week? Are you ahead/behind?

Where did we gain/lose time? What will we change next week?

 

What skill are you investing in this month?

 

Cadence: Bi-weekly for veterans, weekly for new or struggling members.

Process Discipline: Your Daily Edge

 

 

In times of uncertainty, the temptation is to constantly improvise,

but the truth is, structure gives you speed and confidence. Process discipline involves creating predictable rhythms and clear frameworks that prevent your organization from being disrupted by every market shift.

Weekly Leadership Agenda (60–75 min): First the numbers (cash, sales, project pipeline), then risks and operations, then staff updates, and finally, decisions with clear accountability and deadlines. This keeps the most critical priorities front and center for the team each week. Post-Action Reviews (PAR): Brief 15-minute sessions following wins or losses. Ask yourself: What were we trying to achieve? What happened? What did we learn? What will we do differently next time? This habit transforms mistakes into momentum.

Decision Logs: One-page records of important decisions: date, responsible party, rationale, expected outcome, and review date. This reduces doubt and helps leaders avoid deviations in decision-making.

When discipline becomes cultural, it’s not about rigidity, but about freedom. Teams spend less energy reinventing the wheel and more executing with confidence.

 

 Discipline is not punishment; it’s the shortest path to freedom.

 

Checklist for Cash Strength:

13-week cash flow forecast; review every Monday.

Accounts receivable > 45 days: list of shares with owners and due dates.

Renegotiate supplier terms when volume justifies it.

Reduce non-essential subscriptions and underutilized licenses.

Stage hiring; link it to signed revenue or concrete milestones.

Protect the maintenance of critical assets.

Maintain a continuous list of projects with a 90-day return on investment (ROI); fund the top two.

Sales and Marketing Sprints for Volatile Markets (30 days):

Sales and marketing can be overwhelming in times of uncertainty, but sprints simplify the chaos. The idea is to focus the team on a 30-day cycle with clear tactical priorities. Each week builds on the previous one to generate momentum. Week 1: Focus and Offers

Narrow down your search to 1 or 2 ideal customer profiles (ICPs).

Refine your problem statement so potential customers immediately see themselves reflected in it. Launch a quick offer to get the business started (e.g., diagnostic, audit, pilot, starter kit) that reduces friction and drives transactions.

 

Week 2: Pipeline and Proof

Reactivate stalled deals with a concise value summary and a clear next step.

Publish two credibility resources (case summary, checklist, ROI calculator) to show potential customers proof of your value.

Deliver visible wins in the market that demonstrate traction.

 

Week 3: Outreach and Events

Schedule daily time for calls, emails, and LinkedIn outreach.

Be present in the rooms where buyers already meet: industry groups, associations, roundtables.

Request two presentations per day from customers, partners, or colleagues. Week 4: Convert and Expand

Close pilot tests or initial offers and propose the second phase.

Host a roundtable, webinar, or Q&A session with customers to build community and referrals.

Celebrate wins internally and externally to generate momentum. Analyzing week by week eliminates uncertainty and replaces it with focus, energy, and measurable progress.

Mini-Case Lessons

Stories show us that strategies work. Three examples stand out: Adjacent Pivot: A Vistage colleague who saw solar incentives dwindle didn’t cling to the past. Instead, he refocused on his much smaller outdoor line, using the same staff and infrastructure. This year alone, this line will nearly double its revenue. Lesson: Use turbulence as a cue to pivot where your existing strengths already give you an advantage.

Alan Mulally at Ford: When Mulally took over Ford during a crisis, he introduced a single, stable operating system called «One Ford.» He demanded weekly fact-checking meetings where leaders openly shared what was working and what wasn’t. This cadence of transparency transformed chaos into clarity and united the company around a shared truth. Lesson: Consistency and candor are more powerful than dramatic announcements. Ray Dalio and the Principles: Dalio’s approach at Bridgewater was to establish rules, test assumptions, and let the best ideas prevail, regardless of hierarchy. By codifying decision-making, he reduced fear and encouraged the truth to emerge quickly. Lesson: When decisions are transparent, people trust the process even if they disagree with the outcome.

 

These cases remind us that leaders don’t need perfect forecasting. What they need is the courage to change course, systems that generate clarity, and principles that guide decisions. This combination is what turns uncertainty from a disadvantage into an advantage.

 

Role Clarity = Accountability

In turbulent times, ambiguity is the enemy. When people don’t know what they own, they hesitate, duplicate work, or wait for someone else to act. Clarity breeds accountability, and accountability breeds speed.

 

A simple way to achieve this is with a simplified version of RACI:

Owner (one person): the person ultimately responsible for delivering the outcome.

Support: the people who provide resources or assistance.

Consulted: those whose input is needed before moving forward. Informed: those who need to be kept informed once actions are taken.

 

By mapping this on a single page for each major initiative, confusion and blame are eliminated. Everyone knows who is leading, who is helping, and who needs to be kept informed.

 

But clarity isn’t limited to projects. It also applies to roles (mentioned in the individual section):

Each employee should know their top five responsibilities: the main areas they are assigned.

They should see how success is measured by visible and monitorable KPIs.

They should understand the expected behaviors that shape the culture and customer experience.

They should have a roadmap for developing technical skills and achieving development goals.

When this level of clarity exists, accountability stops feeling like a punishment. It feels like empowerment. People thrive because they understand the playing field, the scorecard, and their place on the team.

 

As a leader, your job is to make accountability visible and non-negotiable. When accountability is clear, decision-making is streamlined, collaboration improves, and your organization builds confidence in its ability to execute, even in the face of uncertainty.

Firmness in the pocket: Its four signs

When the pressure mounts, your team pays less attention to what you say and more to how you present yourself. Being consistent means projecting calm and clarity even in challenging circumstances. Four signs tell your team they can trust your leadership:

Calm body language: Relaxed shoulders, slow, shallow breathing, even tone of voice. People mirror their leader’s nervous system. If you maintain composure, they stay focused.

Clear priorities: No to-do lists. Three areas of focus for the week, one must for the day. Priorities build security because they help people filter out the noise.

Consistent updates: Same time, same format, every week. Whether the results are good or bad, the cadence builds confidence that no one will be left in the dark.

Courageous conversations: Address issues promptly, directly, and respectfully. People feel more secure when problems aren’t hidden.

Microhabits for leaders: A 10-minute morning plan to set intention, a 20-minute phone-free walk to clear your mind, and a 5-minute end-of-day review to reset. These small disciplines translate into great stability for your team.

 

Ultimately, stability isn’t about pretending to have all the answers. It’s about creating an environment where your team believes they can weather the storm together. A calm presence, a clear focus, and honest dialogue transform turbulence into confidence.

7-Day Action Plan

The fastest way to overcome paralysis is with action. A 7-day plan provides immediate momentum and signals to your team that you’re moving forward with purpose. Each day builds upon the previous one:

Day 1: Write the narrative. Clearly define the facts, the unknowns, the next steps, and how success will be measured. This anchors the team in reality rather than rumors.

 

Day 2: Create a 13-week cash flow forecast. Create an ongoing forecast with a three-month perspective. List three spending moves you could make today if necessary. This prepares you for surprises without panicking. (13-week cash flow forecast = a weekly projection of inflows and outflows over 13 weeks, updated weekly.)

 

Day 3: Map scenarios (Best/Most Likely/Worst). Define the specific triggers for each scenario and the exact actions associated with them. For example: «If bookings fall below 70% of the plan for two weeks, freeze discretionary spending and launch an upsell campaign.»

 

Day 4: Refine your PCI and launch an offer. PCI stands for Ideal Customer Profile (the type of customer most likely to buy, benefit, and stay). Focus on a clear entry offer (such as a pilot, diagnostic, or audit) that reduces buyer hesitancy.

 

Day 5: Conduct a Post-Action Review (PAA). Analyze your last three successes or failures and extract lessons. Ask yourself: What were we aiming for? What happened? What…?

 

The 7-Day Action Plan is now fully expanded with explanations, context, and clarified acronyms (e.g., ICP = Ideal Customer Profile, AAR = Post-Action Review, 13-week cash flow forecast). Each day offers more detail on purpose, process, and impact so readers can take action with clarity.

 

30-60-90

30 Days: By the end of the first month, your immediate focus should be on establishing rhythm and visibility. Your scoreboard is active, your 13-week cash flow forecast is efficient, a new market-oriented offering has launched, and the communication cadence is consistent. The goal is not perfection, but momentum. Activity replaces paralysis, and clarity replaces confusion.

 

60 Days: In the second month, the first seeds begin to appear. That adjacent revenue stream you piloted starts generating its first wins. Your team gains more confidence in the process because they see results, however modest. The pipeline is more robust, transactions move faster, and the decision-making cadence is more precise. This stage is about demonstrating progress: proving that the system works, even in turbulent times.

 

90 days: By the third month, you’ve developed muscle memory. Processes are no longer experiments, but habits. Cash management is perceived as proactive rather than reactive. The team doesn’t just understand the dashboard; it owns it. At this point, you’re not just surviving uncertainty, but your performance is driven by it. Resilience, adaptability, and discipline are becoming competitive advantages that set you apart from your peers still waiting for calm.

 

Think of the 30-60-90 not as three disconnected checkpoints, but as a steering wheel: get moving, demonstrate traction, and then solidify the habits. Once you’re moving, it’s easier to maintain momentum regardless of the storms around you.

Questions for reflection: When uncertainty strikes, do I resort to fear or the prospect of opportunity? What assumptions am I treating as facts, and how will I test them this week? Where should we be more aggressive in «controlling the controllable»? What adjacent offering can we test in 30 days using our current strengths?

 

How am I processing my emotions before making important decisions?

Which processes stabilize us, and which need improvement?

Is our balance sheet strong enough to withstand prolonged instability? What’s the first step to improving it?

How intentional are my one-on-one meetings? What would make them more coaching-oriented?

Do my people know their top five responsibilities and success metrics?

What does my team see in my response when the pressure mounts?

Conclusion: Uncertainty is permanent. But with discipline, empathy, and simple, repeatable systems, you can turn turbulence into strength. Don’t wait for things to calm down. Build a company that rows well, especially when the waves are rising.

 

Remember: uncertainty isn’t the enemy; it’s the testing ground. Every disruption tests your resilience, every setback tests your creativity, and every bump tests your leadership. Those who thrive in turbulence don’t just survive the storm; they grow stronger. They find new markets, refine their teams, strengthen their balance sheets, and emerge more prepared than ever.

Leading in times of uncertainty is about modeling stability, creating clarity where there is none, and instilling confidence that the team can move forward together. When others freeze, the leader acts. When others worry, the leader stabilizes. And when others lose hope, the leader reframes the story so the team sees possibilities instead of limitations.

Your people will remember less the exact numbers you achieved during times of uncertainty and much more how you behaved. They will remember if you listened, if you projected calm, if you established a path forward. That legacy of leadership becomes the true asset: the cultural foundation that survives any storm.

 

So don’t ask, «When will it calm down?» Instead, ask yourself, «How can I empower myself and my business to thrive here?» Because this is the environment in which we live, and those who adapt to it will not only survive, but will lead the sector.

 

 

 

Leadership in Times of Uncertainty: A Practical Guide for Leaders, Large and Small

The following contribution comes from the Kestria portal, which defines itself as follows:

At Kestria®, we have been connecting our clients with top-level leaders for almost three decades. We are the world’s largest executive search alliance with a global reach: you will find us wherever your business takes you.

The author is Steven B. McKinney, founder and president of McKinney Consulting, founded in Seoul, South Korea, in 2001. He has combined more than 17 years of experience in high-performance executive search and leadership consulting solutions for his multinational clients in the industrial, consumer goods, technology, and other sectors in Korea.

 

 

Leadership in Times of Uncertainty: A Practical Guide for Leaders, Large and Small

The following quote reminds us that even the most experienced leaders cannot predict the future.

In times of uncertainty, it is important to be humble and adaptable. “Only a fool would attempt to predict the future.” – Mark Twain. Leadership in times of uncertainty is more important than ever. Leaders of multinational organizations must be able to adapt to change, build resilience, and inspire their teams.

 

The Challenges of Leading in Times of Uncertainty

Leaders face many challenges, especially in today’s uncertain and constantly changing world. Some of the most common challenges include:

Change Management: Leaders must be able to effectively manage change, both within their teams and across the organization as a whole. This can be difficult, as change often generates resistance and disruption.

Decision Making: Leaders must be able to make quick and effective decisions, often with limited information. This can be challenging, especially when faced with complex or high-stakes decisions.

 

Building and Maintaining Relationships: Leaders must be able to build and maintain strong relationships with their team members, stakeholders, and the public. This is essential for building trust and collaboration. Motivating and Inspiring Others: Leaders must be able to motivate and inspire their team members to achieve their goals. This can be challenging, especially when facing setbacks or challenges.

 

 

Key Leadership Traits for Times of Uncertainty

At the start of the COVID-19 pandemic, many companies were forced to make quick and difficult decisions about how to keep their employees safe and their businesses running. Leaders who managed this uncertainty effectively played a critical role in their company’s success.

 

«The only constant is change.» – Heraclitus. This quote from Heraclitus reminds us that the world is constantly changing and that leaders must be able to adapt to change to succeed. In times of uncertainty, leaders must be able to challenge the status quo and propose new and innovative solutions.

 

«A perpetually uncertain and unpredictable world demands especially of leaders, who must not only be agile to respond to changes, but also resilient to remain calm and focused,» Ije Jidenma, Founder, Managing Partner, Kestria Nigeria.

 

Resilience is essential for leaders to succeed in the face of these challenges.

Resilience is the ability to recover from setbacks and adversity. Resilient leaders are able to remain calm and focused under pressure and learn from their mistakes. They are also able to maintain a positive attitude and outlook, even in difficult times.

 

Leaders play a vital role in creating a culture of innovation. A culture of innovation is one in which employees feel motivated to take risks, share new ideas, and experiment. Leaders can create this culture through the following actions:

 

• Modeling innovative behavior: Leaders must be role models for innovation. They must be willing to take risks, try new things, and admit their mistakes.

 

• Creating a safe space for innovation: Leaders must create a work environment where employees feel safe to share their ideas, even if they are not fully developed or perfected. This involves fostering a culture of respect and open communication.

 

• Creating a safe space for innovation: Leaders must create a work environment where employees feel safe to share their ideas, even if they are not fully developed or perfected. This involves fostering a culture of respect and open communication. • Celebrating and rewarding innovation: Leaders should recognize and reward employees for their innovative ideas and contributions. This helps convey the message that innovation is valued and appreciated.

 

By overcoming the challenges they face, demonstrating resilience, and creating a culture of innovation, leaders can help their teams and organizations succeed in any environment.

 

Eimhin O’Driscoll

Director, Kestria Ireland

“Our life sciences clients highlight the importance of visionary leadership as a key characteristic for navigating the uncertainty and ambiguity of today’s market landscape.”

 

These leaders anticipate future trends, drive innovation, and inspire their teams toward a shared purpose. With a greater emphasis on diversity, inclusion, and inclusivity, companies are also seeking inclusive leaders who can create work environments where all colleagues feel respected, supported, and empowered. Inclusive leaders recognize the value of diversity and actively seek out and embrace diverse perspectives, fostering a culture of innovation, collaboration, and teamwork.

The leaders who will thrive in the future will be humble, creatively minded, and adaptable, striving to serve the interests of multiple stakeholders and building successful and sustainable organizations where everyone flourishes. Eimhin O’Driscoll, Director of Kestria Ireland

 

 

Four Essential Leadership Skills in Times of Uncertainty

The following contribution comes from the ICAEW Insights portal, which defines itself as follows: As a global professional body of chartered accountants, we ensure that all our chartered accountants have the knowledge and values ​​to help build sustainable, responsible, and fair local and global economies.

Author: ICAEW Insights

 

An uncertain environment is driving demand for a new generation of senior executives, but the skills they need are insufficient.

 

The upcoming ICAEW Annual Conference includes sessions to help you prepare for leadership success.

Uncertainty is the new normal; we don’t need to tell you that. However, the magnitude of this change is staggering.

Take the Federal Reserve’s World Uncertainty Index, for example: it shows that references to uncertainty in current business publications are twice as high as during the COVID-19 pandemic.

 

From a leadership perspective, the impact is significant.

The skill set required by executives and senior leaders is evolving as the root causes of uncertainty—economic factors, demographic shifts, changing employee expectations, and the impact of artificial intelligence (AI)—continue to gain prominence on the leadership agenda.

At the same time, AI, transformation, and sustainability are driving the growth of new board positions.

 

 

However, according to a study by the recruitment firm Robert Half,

senior leaders are concerned about their ability to find the necessary skills.

Their study, «Towards Senior Management 2035,» revealed that most senior leaders expect Chief Artificial Intelligence (AI), Chief Technology Transformation (CT), and Chief Sustainability Officer (CSO) roles to become increasingly important over the next 10 years. Despite the recognition of these emerging roles, 59% of respondents expressed concern about finding suitable leaders for their companies.

Key Leadership Differentiator: People Management

Riaz Shah FCA, former partner at EY and current Professor of Innovation and Leadership Practice at Hult International Business School, will present a session at next month’s ICAEW Annual Conference designed to help members address their new leadership priorities.

 

Shah points to a recent Gallup poll showing that UK employees are struggling with motivation: only 10% say they feel engaged at work (compared to the global average of 21%), and 30% are actively seeking a job change. “This makes people leadership the most prominent differentiator,” Shah says. In a world of AI, economic shifts, and increasing uncertainty, the quality of connection with people is critical.

Active listening and curiosity.

“Attracting and retaining talent will become increasingly difficult,” Shah explains. “Generation Z expects more: meaningful work, flexibility, and leaders who truly listen. We need to rethink how we lead, and that means being more human, not less.”

Being more human translates into kindness, listening, and empathy, Shah says. At a time when the disruptive nature of AI seems to dominate the skills agenda, the human aspects of leadership roles have never been more important, she says. “In today’s environment, the best thing you can do is double down on your humanity, not try to compete with AI. The people who thrive are the ones who ask the best questions, not the ones who think they have the answers.”

Shah uses a simple exercise in her coaching: “When I attend meetings, I count how often a leader makes a statement versus a question. If statements outnumber questions, it’s a red flag. I look for at least twice as many questions as statements. Curiosity always trumps certainty, confidence, and arrogance.”

 

Use Body Language to Impact Leadership

Kerri Hollick is an executive coach and leadership consultant. Her interactive session at the ICAEW Annual Conference will offer valuable tips on how to use your presence—your body, voice, and physiology—to enhance your leadership impact. “Intelligent communication offers phenomenal opportunities, but it means that instead of simply showing up to work, which suggests an element of presenteeism, we need to be truly present. People who attend are engaged, listen, and add value,” Hollick says.

 

“Your words are important, but your body language is what gives you away. More than half of communication is nonverbal. If your body language contradicts what you’re saying, it will detract from your message,” she adds.

 

For finance professionals, technical skills are a given. But the need to be more curious—demonstrated through a constant thirst for knowledge and a desire to stay up-to-date—is now more important than ever. “A good way to achieve this is through reverse mentoring with Gen Z employees. And listening to your customers. Moving away from the numbers and being able to tell more human stories is particularly important so we can connect with everyone,” Shah says.

 

Embrace experimentation

Meanwhile, trying new things and not being afraid to experiment is another key leadership trait identified by Shah. “As accountants, we’re wired to be risk-averse. Experimentation is the opposite. If you’re willing to try a lot of small things, it makes you more adaptable to big changes. It’s about being a little brave and trying new things.”

Rather than necessarily enrolling in a training course to meet the challenge of these new leadership demands, Shah says it’s also about having a different mindset toward leadership. “These are things you can practice in your day-to-day life. Most are decisions you make; for example, spending more time listening to customers instead of staring at another spreadsheet.

 

“I often use ChatGPT as a coach.” For example, if you’re about to have a conversation about negotiating fees, it can help you learn the skill and practice it when you need it, rather than taking a three-day negotiation course and then trying to remember what the hell it was.»

 

Being a Role Model of Authenticity

For leaders, being a role model of authenticity is key, says Hollick. “We need to see it as something real. Many companies have values ​​and cultural statements, but they’re just words on a page if they aren’t backed up with action.” We must embody the change we want to see, not by imitating leaders of the past, but by being authentic with our own ideas and beliefs, and allowing our emerging leaders to adopt their own style.

 

“Why do we go to board meetings trying to hide what we really think and feel? Because if we do, we’re not innovating. We’re stifling creativity and innovation, and reducing psychological safety. Other people see that behavior and continue it,” she says.

The starting point for a change in leadership styles is being aware of one’s own shortcomings, says Hollick. Transforming an already established corporate image is much harder to overcome, she admits. “For some leaders, it might involve encouraging emerging leaders to present themselves in a way that feels right to them and highlighting behaviors they may not be aware of that are holding them back.” The ICAEW Annual Conference 2025 will be held on October 17 in central London. The sessions will help attendees understand how they can balance technological advancements with a human perspective, driving climate goals and inspiring leadership to thrive. Learn more and reserve your place.

 

This information has been prepared by OUR EDITORIAL STAFF