Leading in Uncertain Times: 3 Ways to Be Predictable in an Unpredictable World

In a work environment defined by rapid change and unpredictability, leaders are being called upon to provide clarity, compassion, stability, and motivation in the workplace, says Dr. Vicki Halsey, vice president of applied learning at Blanchard.

“Consistency builds trust. Leaders should provide steady communication, clear expectations, and reliable support while adapting to employees' readiness for change​.”

How can managers effectively lead their teams through uncertainty? Halsey recommends that leaders at all levels begin by determining if their current leadership approach is effectively supporting their teams.

“Start with conversations that provide clarity and care, to show you value your people. In times like these, leaders really need to lean in and connect with each of their team members one-on-one. Leaders should be asking powerful, open-ended questions like: Are you getting what you need from me? Is there anything you haven’t shared that you’d like to? Or even How am I doing at setting you up for success? These conversations help leaders gain real insight into what their team members need.”

Halsey also believes leaders should take it a step further by gathering their teams together and sharing common themes from these individual discussions. When managers acknowledge concerns openly, listen for needs, and encourage group problem-solving, they create a more supportive and collaborative team culture.

Set Clear Goals

Once managers understand their team’s concerns, setting clear goals is the next step in helping people stay focused and productive, says Halsey.

“Clarity is absolutely critical. When everything feels chaotic, nothing is more grounding than having clear goals. Leaders should help team members understand exactly what they need to focus on and why their work matters. One of the best ways to do this is by setting SMART goals—with a twist.  

“Set goals that are Specific, Motivating, Attainable, Relevant, and Trackable.

“People often feel lost because they’re unsure where to direct their energy. When leaders break big projects into smaller, trackable milestones, they give employees a sense of progress. It’s also important to help them see the purpose behind their work. When employees understand how their efforts contribute to the larger mission, they feel more engaged and motivated.”

Halsey emphasizes that motivation is a key factor in managing uncertainty—and that a leader has a big role to play in keeping their team motivated.

“Motivation is absolutely essential! Leaders need to assess both competence and commitment when setting goals with employees. Some employees might be highly competent but unmotivated because they don’t find the work meaningful or they don’t see why it is important to accomplish. Others might be excited, but lack the experience to complete tasks confidently.

Assess Competence and Commitment 

Understanding an employee's current competence and commitment regarding specific tasks is crucial for providing appropriate support. Halsey highlights the importance of assessing both the skill level and motivation—or confidence—of team members. 

“That’s where leadership comes in. If someone is new to the goal, the leader gives the specific steps to ensure the person knows how to accomplish the goal. If someone lacks confidence, they may need a chance to talk out their ideas, or mentorship. If motivation is the issue, leaders should highlight the impact of the person’s work and celebrate small wins. Often, leaders are so focused on pushing toward the next goal that they forget to pause and acknowledge achievements. Taking time to celebrate successes helps maintain enthusiasm and momentum.”

Tailor Your Approach

Flexibility in leadership is essential to address the varying development levels of employees, explains Halsey. 

“This allows leaders to tailor their approach, offering the necessary guidance or autonomy based on individual needs. For instance, a team member new to a task may require detailed instructions and encouragement, while an individual with experience on a skill might benefit more from increased autonomy and opportunities for professional growth. 

Halsey refers to the SLII® leadership development model, which outlines four leadership styles: Directing, Coaching, Supporting, and Delegating. By matching the appropriate style to an individual's development level on a goal, leaders can enhance both competence and commitment. This adaptive approach not only meets employees' current needs but also promotes their growth and readiness for future challenges and change. 

“Recognizing when employees need guidance or autonomy is key to preventing disengagement and burnout. Leaders must be attentive to signs of stress or lack of motivation and proactively address these issues by adjusting their leadership style. Providing the right balance of direction and support can re-engage employees, reduce burnout, and enhance overall well-being.” 

Conclusion: Leaders Are in the Energy Management Business

“I think leaders need to remember that they are in the energy management business,” says Halsey. “Their role is to keep people focused, energized, and positive about themselves and the work they’re doing. They may not be able to change external circumstances, but they can create a safe, nurturing, and empowering work environment. By setting clear goals, diagnosing individual needs, and providing the right leadership style, leaders can help their teams thrive—even in uncertain times.”