Leadership Development in Times of Uncertainty

While developing talent to lead through uncertainty has been somewhat of a hot topic in recent years, it shouldn’t be. Sure, we’ve dealt with a lot of uncertainty around the globe – a raging pandemic, the forced emergence of remote and hybrid work, escalating inflation, daily restructuring and job loss, an exodus of baby boomers from the workforce – however, change and uncertainty have been around far longer than the last few years. Quite frankly, uncertainty is life.

Uncertainty means “the quality or state of being uncertain”, as defined by Meriam-Websters. Ha, if that isn’t ambiguous enough how about we look to the second meaning provided which is “something that is uncertain”. So, when business leaders ask for support in helping leaders navigate uncertainty what is one to do? Well, let’s first acknowledge that no one really has a tried, true, and tested approach to this, no matter what they say. Since the solution can’t be found with a quick Google search and an off-the-shelf course, may I suggest you begin with the basics, and don’t rush because “if you don’t know where you’re going, any road will get you there” (Lewis Carroll).

Even with all my tenured research and experience, I cannot specifically tell you how to navigate uncertainty. That comes from deep within one’s own self. So, this is where the journey starts and professionals in the HR, L&D, or leadership space can help by identifying and developing core skills that will help leaders at all levels – not just those at the top of the house – to connect internally and externally to values that serve as guideposts in decision making. What skills might make this list? Not the traditional ones you see in course catalogues. Based on my research and experience as a corporate leader and a professional coach, here’s where I suggest starting.

Self-Awareness – When we know and accept ourselves clearly and fully, we are more confident and creative. We can make better decisions and build stronger relationships – even in times of uncertainty. However, it’s easy to think you are self-aware, after all who knows you better than you? In a study conducted by Harvard Business Review, they found that true self-awareness is a rare quality, citing that only 10-15% really are. True self-awareness takes concentrated effort, seeking feedback, introspection, and most importantly acceptance because acceptance is the prerequisite to change.

Self-Command – Simply put, this is the ability to control one’s emotions and actions.

While it appears simplistic in concept, consider it for a moment in practice. What about that time you willed yourself not to say something, but you just couldn’t resist getting the last word in. Or maybe it was during a new healthy living regime when despite wanting to restrain from chocolate or needing to go to the gym, you chose the opposite and contradictory action. Ever experience one of these examples? I’m going to bet you didn’t feel fulfilled afterward. Self-command is like a muscle. It leverages self- (and situational self) awareness and is built over time through repetitive action and discipline of interrupting the thoughts that are triggered by external stimulus and pausing to intentionally choose the best path forward based on your purpose and values.

Candid Conversations – When the path forward isn’t clear, it’s not a good time to clam up or sugar coat messaging with employees. Leaders need to be willing and able to step into uncomfortable conversations with a strong ability to be candid (truthful and straightforward) by sharing what they can, fielding tough questions, and giving honest feedback (positive and constructive). Candid conversations, while always important, are even more important when there are changes in the environment and uncertainty reigns. We only make it through the changes together, relying on relationships. And, if there is one thing to remember … the conversation IS the relationship.

Inclusive Leadership – Inclusive leaders incorporate the three skills above into their day-to-day interactions and show-up acutely aware of their own biases so that they may seek and consider different perspectives that generate collaboration and inform decision making. This doesn’t mean a leader has to be perfect – each leader is human after all. It’s more about the willingness to be open to learning and growing with others. Therefore, humility, vulnerability, and empathy are also abundant when leading inclusively.

So, if you are trying to support your business leaders in navigating uncertainty, may I suggest that you begin with accepting no one has a fool proof answer and no one single solution will work because everyone experiences uncertainty in a way that is unique to them. Therefore, start with the one thing we all have in common … being human. Embrace the development of human skills and take the journey together.