Leading Through Uncertainty: Offering Steadiness When the Ground Keeps Shifting
Leading Through Uncertainty: Offering Steadiness When the Ground Keeps Shifting
If it feels like people are arriving at work more weighed down than usual, that perception is grounded in reality.
We are living in a period shaped by overlapping forms of instability. Many people are repeatedly exposed to violent imagery, both locally and online. Global conflict and geopolitical tension remain present in the background of daily life. At the same time, economic uncertainty continues to influence job security, financial decisions, and long-term planning. For many, these pressures are not theoretical. They are emotional, psychological, and sometimes deeply personal.
People do not switch this off when they open their laptops, step into meetings, or lead teams.
How This Environment Affects People
Research consistently shows that prolonged uncertainty and exposure to threat have measurable effects on mental and emotional functioning.
Repeated exposure to violence, even when experienced indirectly through media, has been linked to vicarious trauma, anxiety, hypervigilance, disrupted sleep, and emotional fatigue. These effects have been documented even among individuals who were not directly involved in the events themselves, according to findings published in the American Journal of Community Psychology.
Economic instability compounds this strain. Research cited in the Journal of Economic Psychology shows that job insecurity and financial unpredictability are strongly associated with increased anxiety, depressive symptoms, rumination, and a reduced sense of control, even before any concrete loss occurs.
When uncertainty persists over time, cognitive load increases. The nervous system remains on alert, constantly scanning for potential threats. Research discussed in the Review of Behavioral Economics suggests that this prolonged state of activation can lead to irritability, emotional numbing, reduced motivation, and difficulty concentrating. While much of this research emerged during the COVID-19 pandemic, similar psychological patterns appear whenever uncertainty is driven by forces outside an individual’s control.
Importantly, direct harm is not required for these effects to take hold. Anticipation and fear alone are enough to tax mental and emotional resources.
How This Shows Up in the Workplace
Under these conditions, changes in behavior and performance are common, and they are often misunderstood.
You may notice people struggling to focus, think strategically, or make decisions efficiently. This is rarely about a lack of care or commitment. It is more often a reflection of depleted mental bandwidth. Minor tensions escalate more quickly. Communication becomes shorter or more guarded. Some people withdraw, while others appear reactive or overly cautious.
These patterns are frequently labeled as engagement or performance issues. In many cases, they are stress responses.
The Weight Leaders Are Carrying
Leaders are not insulated from these pressures.
If you are responsible for guiding others, you may be balancing concern for your team with pressure to keep the organization stable, make sound decisions, and plan amid ambiguity. Many leaders feel a quiet responsibility to project confidence while privately managing their own uncertainty, fatigue, or concern.
This matters because leadership presence shapes the emotional climate of a team. People take cues from those in authority, often without realizing it. Calm, tension, or strain tends to ripple outward, even when nothing is explicitly said.
Where Leadership Begins Right Now
Before communicating outward, effective leadership begins inward.
It is worth pausing to notice how stress is showing up for you. Is it impatience, urgency, overcontrol, or withdrawal. Which uncertainties feel most activating at the moment. Awareness matters because emotional regulation precedes communication. A grounded presence stabilizes others more than even the most carefully crafted message.
This does not require oversharing. It requires intention, clarity, and pacing.
Deciding Who You Need to Speak To, and Why
One of the most important leadership decisions during periods of uncertainty is not just what to say, but who needs to hear from you.
Many leaders are navigating three distinct communication questions.
The first is whether a public statement is necessary. Not every issue requires one. The more useful question is whether the issue directly affects your people, your operations, or your stated values. Public communication is most effective when it is intentional rather than reactive, and when it reflects positions the organization can genuinely sustain.
The second is whether to address the board or investors. Periods of uncertainty raise questions about adaptability, risk, and resilience. What stakeholders tend to look for most is not reassurance, but clarity. Clear thinking about how current conditions are being assessed, which assumptions are being revisited, and how leadership is preparing for multiple scenarios.
The third is whether customers or clients need to hear from you. When uncertainty is high, people fill information gaps quickly, often with speculation. If customers are worried about product availability, service continuity, or changes to delivery, silence can feel like avoidance. Thoughtful communication that explains what is changing, what is staying the same, and what is being monitored helps preserve trust.
Across all three, the same principle applies. People are listening less for certainty and more for steadiness.
What Leaders Can Offer Their Teams
Leadership in moments like this is not about having perfect answers. It is about creating psychological stability while continuing to move forward.
Acknowledging reality matters. Simply naming that times are challenging reduces cognitive strain. Research shows that acknowledgment alone can lower stress responses and increase trust.
Creating space for people to be heard matters. Even brief, structured opportunities to share concerns help people feel less isolated. Listening does not require fixing everything. Feeling heard restores a sense of agency.
Making support visible matters. Normalizing the use of mental health resources and making them easy to access signals care and responsibility. Research published by the National Institutes of Health shows that access to support tools, including counseling and digital mental health platforms, is associated with improved well-being and greater resilience during periods of financial stress.
Providing clarity where possible matters. Predictability helps calm the nervous system. Communicating what is known, what is still uncertain, and when updates will come reduces unnecessary anxiety.
Demonstrating thoughtful action matters. Sharing how the organization is responding, and why certain decisions are being made, helps uncertainty feel more manageable.
What People Most Need to Hear
What people need right now is not forced optimism or false certainty.
They need to know that their reactions make sense in this environment. That they are seen as human beings, not just as roles or outputs. That leadership is paying attention to both results and reality.
In prolonged periods of uncertainty, people listen less for answers and more for steadiness.
How you show up, how you acknowledge the moment, and how intentionally you communicate may matter more right now than any strategic plan or quarterly target.
That is what leadership looks like when the ground keeps shifting.
About Lisa Elia – Lisa Elia works with leaders and teams on communication, decision-making, and presence in moments that matter most, especially during uncertainty, change, or pressure. To arrange a complimentary consultation, visit https://calendly.com/emt-appt/consultation-with-lisa-elia or call us at 310-479-0217.
“Present yourself as vital and ever evolving, and people will be magnetized to you.”
