The beginning of every year brings along new promises, new possibilities, and new challenges; 2025 is no exception. This year, in particular, brings many new changes that may ignite anxiety and feelings of uncertainty for some. Great leaders play a key role in diminishing uncertainties and assuring those around them of their future.
There are five main concerns that seem to occupy the minds of employees right now:
1. Economic uncertainty triggered by high cost of goods and talks of possible recession
2. Welfare uncertainly from possible job loss or redundancy
3. Societal uncertainty caused by polarizing stands on common issues
4. Belonging uncertainly and fear of rejection and isolation
5. Safety uncertainly due to changing work and social environments
Anxiety and common uncertainties can be addressed with a four-step approach outlined in the figure below. In this blog, we explore each step in detail.
To truly support others, a leader must first understand the root cause of any uncertainty. Good leaders do that by fine-tuning their active listening skills. There is a big difference between hearing someone (or something) and truly listening to what is being expressed.
Active listening requires a conscious effort to minimize attention distractions. A leader must put their personal preferences aside, ignore what they think they know and instead focus on the present. They must acknowledge existing uncertainties no matter the cause, even if they personally do not believe the concerns to be valid.
Active listening also requires resisting the temptation to immediately offer solutions based on past experiences. While past experiences can be valuable in solving current uncertainties, their applicability depends on the leader’s thorough understanding of the present to assess whether past solutions are valid. Therefore, leaders need to dedicate all their attention to listening to the current situation rather than trying to find solutions there and then.
After active listening, leaders need to put an honest and transparent communication plan to address people’s worries. If turbulent times are on the horizon, leaders have the responsibility to be upfront about them and state how long they anticipate the tough times to last. If sacrifices are necessary, leaders should demonstrate their commitment by sharing their own sacrifices before asking others to do the same.
There is no such thing as too much communication during times of uncertainly. Good leaders offer as much information as possible and do so consistently. While confidentiality considerations must not be ignored, they need to be balanced with the risk of potential rumors due to lack of information.
Leaders need to be forthcoming on the impact of challenges and demonstrate support to mitigate any negative effects. They need to articulate the endgame and outline a clear path to get to it as soon as possible.
If promises are made, a leader needs to follow through with them to meet people’s expectations. Deviations can occur and sometimes unavoidable. It is ok to deviate from the original plan, just as long as there is a clear and timely communication to avoid catching people off-guard. If a promise cannot be met, alternative actions need to be put in place. This is when contingency planning becomes invaluable.
Whatever happens, people should not be kept in the dark; always remember the unknown can be far more unsettling than the worst-case scenario.
The fourth and final step in addressing uncertainties is getting feedback. A leader needs to ask for feedback on how they handled people’s uncertainties and express a genuine desire to do better. A key component of getting feedback is listening to the response, which brings us full circle to the importance of active listening discussed in step one.
By taking an initiative to proactively address uncertainties, leaders can build trust and strengthen relationships with their team members. This not only benefits the team but also provides a sense of satisfaction for the leader, knowing they've provided comfort and support.
In essence, by calming others, leaders are also helping themselves. It is a win-win situation that fosters a positive and productive environment.
Comments