LEADING IN UNCERTAIN TIMES
2025 began with great trepidation for many organizations. All industry leaders welcomed the new year with some uncertainty for what the new political reality might bring. And, as the new administration took office some held their breath, looked deeper at budgets and even cut back in expectancy of funding challenges. And as organizational leaders were thinking through what strategy might work during uncertain times, their employees were experiencing their own personal anxiety.
For those who work in gateway cities, in mental health, in food pantries or any service driven industry fear set in as they watched the white house implement exactly what the voters chosen candidate had promised. It should not be shocking that what the candidate said he would do he quickly began to execute. Yet even voters who voted for him expressed their disdain and disbelieve. And here we are as a nation, some watching in horror as the most punitive, punishing immigration actions are taken; tariffs threaten the economy and humanity abandons policy.
Organizational leaders have a very tough task, steading the business which may mean letting go of some of their workforce, cutting back on services at a time when they are most needed, all while keeping employee morale thriving. So how does a leader steady the ship, maintain good morale and motivate employees who might be panicking. It is a huge mistake for organizational leaders to stop communicating. Yet many do. They believe they are working very hard to keep the business afloat and employees should just know their intentions because they held one town hall or facilitated an all-staff session where they answered random questions and shared some of their plans.
One must ask: What is the right balance? Who is the best messenger? When is the right time? Why is communication important? Let’s begin backwards:
Why is communication important? Employees, particularly those with louder speaking ability will influence the organizational culture by asking tough questions, challenging leadership and quietly organizing behind the scenes. Leaders, particularly the top person in charge must take time to communicate even when they do not have specific answers taking control of the narrative. During uncertain times employees experience fear and anxiety. Those delivering services may become overwhelmed by the stories shared by clients, patients and/or friends and family members. A wise leader acknowledges that uncertain times call for consistent communication and allow space during the week to simply listen to their employees. Asking a couple of key questions such as: How are you feeling: how are you and your family handling the social and political climate? What are you all hearing from your community, your clients, your patients? What are the three top issues you are dealing with? What ideas do you have for me? Asking these simple questions to start shows your humanity, care and compassion.
When is the right time? The answer is simple: As often as possible. As an organizational leader you must take a deep breath, communicate with your executive team, equip them with the proper and most accurate information so that they can communicate with their direct reports. You must demonstrate kindness, compassion along with boldness and strength. Employees will want to hear from the top even if their direct supervisor is sharing information. Employees will look to the CEO, Executive Director or President to get a sense of how fearful they ought to be. And, the executive team must feel part of the solution, engaged in the conversations for how to move the organization forward. Remember uncertainty affects all levels of the organization. The more engaged in solution seeking people are, the more informed and respected employees feel, the better outcome they will produce for their teams, the leader and the organization. The cadence of communication should be often and consistent even if there is nothing new to share and even if it is just to check in. Remember your employees are members of the communities they serve and therefore are affected directly or indirectly by this white house administration’s punitive policies.
Who is the best messenger? As the top organizational leader, you must set the example. When you don’t know a specific answer, be honest. A good response is: “I don’t have that specific answer yet but thank you for raising the question. I and the executive team will explore the issue further. And don’t let me forget it; please feel free to alert your supervisor if you don’t hear back within a reasonable timeframe. Above all remember we are in uncertain times and things change rapidly. However, I, the board and my team are doing all we can to stay on top of the rapid changes. Also remember we may miss a step; and if we do I ask for grace.” The message during uncertain times starts with the organizational leader. Yes, you own it, and it is your responsibility to communicate effectively and honestly with your executive team, your board and your employees. It is also your responsibility to develop with your team the communication cadence necessary according to your organizational culture. Waiting for all i’s to be dotted and all t’s to be crossed to communicate is not an option when conditions externally are uncertain. Remember when your employees do not hear from you directly, they will make up their own narrative based on assumption and misunderstanding. That is not the culture you want to engender.
What is the right balance? There is no right or wrong answer to this question. After many decades of leadership my advice is: be thoughtful, candid and when in doubt of what to do dialogue with your leaership team engaging them in problem solving and solution seeking. Acknowledge your leadership team, they know their direct reports well; they hear their concerns first; they are closer to the ground than you are as the head of the organization.
Organizational leaders must be visible, accessible and clear with their messaging especially during uncertain times. When leaders hide in their offices and/or continue business as usual employees become frustrated, a complaining spirit takes over and influential complainers impact the organizational culture negatively. Employees begin to question if the organization is out of touch with reality. Remember your employees are overwhelmed with the client stories, the news on every network, their family member or friend who got laid off, fired or deported. There are videos on social media of people being dragged out of their homes and cars, children crying because parents have been taken, and they have been left, stories every moment of violence, loss and pain in communities. All of these have a very direct impact on your employee’s well-being.
Uncertain times call on organizational leaders to instill a culture of grace. What is grace? I looked up the definition of this word grace. Most define the word in its spiritual context, enabling kindness, or favor. One site defined it this way: G, is for generosity; R is for respect; A is for action; C is for compassion; E is for energy. I liked this because it embodies all the attributes, we need during a time of uncertainty or crisis. Being an organizational leader, particularly in service driven industries where each day employees may handle heart wrenching situations or losses is a challenge always. However, during crisis, the role of organizational leader becomes even more critical. Leaders’ actions and behavior help to set the organizational tone, the cadence, and the structure to address concerns perceived and/or real.
Remember, as the leader you will not always have the answers. But you must be willing to be accessible either in person or zoom or email or text. Your employees need to know you see them, you hear them, you understand, and you care. All of this while you continue to make the public appearances, fight for funding, work with the board, and deal with your own personal anxiety. Leadership comes with great responsibility, but it also comes with the power to motivate, incite and ensure a culture of grace. Don’t forget your employees’ assumptions and perceptions become their lived reality. Navigate these uncertain and at times terrifying times with intentionality, effective timing, bold resolution and above all grace.
In my consulting work I support organizational leaders facing these situations. I tell my clients, ‘Don’t let perfect become the enemy of the good’. There is no perfect message, no perfect time and no perfect messenger. Your employees simply need to know you are paying attention, you care about them, you are aware of the daily struggle and that together with them the organization will overcome.