You might say the love language of leadership is certainty. Unfortunately, nothing in life is certain. This is the leadership catch 22: nothing in life is certain and yet you’re expected to always lead with authority, certainty as well as inspiring confidence and make everyone believe you know what you’re doing (even if you don’t).
Navigating change and uncertainty is a crucial leadership trait. All you need to do is look to the pandemic for proof. The pandemic forced all leaders to pivot and reassess how they wanted to guide their people and their companies. That was a call for a major pivot, but there are minor pivots that require a leader’s attention on a daily or weekly basis. Market instability, AI disruption, organizational restructuring, cultural shifts, you name it – the leaders who survive (and help others survive) aren’t the ones who have all their ducks in a row necessarily. They’re the ones who know how to go with the flow and do so confidently, despite not knowing where the flow is taking them.
So what does leading through uncertainty and change actually look like?
1. For Starters, Get Comfortable with “I Don’t Know.”
You’re not expected to have all the answers. What’s expected is honesty and the ability to move forward despite not knowing the definitive answer. That’s leading.
Contrary to popular belief, saying “I don’t know” doesn’t signal weakness, it creates psychological safety. It creates connection. It makes you human and relatable. It signals to your people that they don’t need to pretend either which, on a sidenote, also decreases impostor syndrome in an organization. When you don’t know the course or the answer to an issue, start with honesty and then try to come up with a plan:
- Here’s what we know.
- Here’s what we’re unsure of.
- And here’s what we’re going to do next.
This framework builds trust and keeps momentum alive during uncertainty.
2. Stabilize What You Can Control
During uncertain times, your people need something to hold on to. That doesn’t mean rigid plans or fake optimism. It means:
- Consistent communication
- Clear priorities
- Predictable rhythms (even if the goals evolve)
Don’t underestimate the power of regular check-ins, transparent updates, and repeating what matters most. People can’t orient themselves in chaos without landmarks, and you become one of those landmarks.
3. Name the Emotional Impact, Not Just the Strategy
Our brains may go into a primitive threat response mode when presented with uncertainty. When we’re in this survival mode, we’re not thinking logically. We’re thinking primally. Thank you, brain, from saving us from a saber-toothed tiger, but we’ve got a business to run.
The key is to combine strategy with humanity. This is how you retain the emotional trust of your team. That trust is what makes people stick with you when things get hard.
Say what others are likely feeling:
“I know this is unsettling.”
“It’s okay if this feels overwhelming.”
“We’re navigating a lot, and you’re doing better than you think.”
Naming emotions doesn’t derail performance. It grounds it.
4. Lead with Transparency, Not Perfection
Many leaders tend to project an air of confidence when they’re feeling insecure or unsure by over-controlling decisions or under-communicating timelines. This is false confidence, and your people will feel it instinctually.
Instead of hiding the instability, frame it:
- “We’re in a transition period. That means some ambiguity is normal.”
- “I’ll keep updating you, even if the news is ‘no new update yet.’”
Transparency reduces anxiety and keeps the rumor mill from becoming the unofficial leadership team.
5. Model Flexibility, Not Frenzy
There’s a difference between being agile and being reactive. In times of change, you set the emotional tone. Are you scattered and overwhelmed or adaptable and steady?
Flexibility doesn’t mean changing your mind every five minutes. It means being willing to revise your path when the context changes, while staying anchored to your principles.
Try asking:
- “What’s most essential here?”
- “Where are we over-complicating?”
- “What’s one thing we can do now to move forward, even if it’s small?”
Progress beats perfection every time.
6. Anchor in Values, Not Just KPIs
Metrics matter, but values guide. When goals shift and roles blur, your team needs to know what still stands.
During change, say this out loud:
“No matter what happens, here’s what doesn’t change: the way we treat people, the integrity we hold, and the mission we serve.”
People can weather a lot of change if they still feel connected to something real.
7. Stay Human, Especially When Making Hard Calls
Let’s be honest. Sometimes uncertainty means layoffs, restructuring, or decisions that impact people’s lives. It stinks, but you can’t avoid the hard calls. But you can make them with clarity and compassion.
Don’t hide behind legalese or delegate the uncomfortable parts. Deliver difficult news with dignity. Let people feel seen. The way you handle hard moments becomes part of your legacy as a leader.
Final Thought: You Don’t Need to Be Certain to Be Trusted
Leadership in uncertainty isn’t about having the answers. It’s about holding space for the unknown while still guiding people forward.
The most powerful thing you can offer your team isn’t certainty, it’s stability. That doesn’t come from knowing what’s next. It comes from showing up with honesty, empathy, and enough clarity to help people take the next step.
You don’t have to be unshakeable. You just have to be real.
If you’re navigating uncertainty in your organization and want support leading through it with clarity and strength, let’s talk. I work with leaders and teams to build resilience, emotional agility, and a culture that holds steady, even when everything else is shifting.