Dealing with uncertainty and distrust

Leaders… Stop pretending you have all the answers. Your team can see right through it. In uncertain times, fake confidence breeds fear. Authentic clarity builds trust. The hardest test of leadership isn’t during stability. It’s when the storm hits, the map is incomplete, and the destination feels uncertain. The temptation?   - Act unshakably confident. - Or go silent. Both create fear. True leadership is about balance. Not having all the answers—but building an environment where the unknowns can be faced together. Here’s what great leaders do when uncertainty hits: 1. Clarity Over Counterfeit Confidence ✔ Don’t fake confidence—share clarity. Say: “Here’s what we know. Here’s what we don’t. Here’s our next step.” Clarity is strong. Fake confidence is fragile. ✔ Remind people of what stays true.  Mission. Values. Vision. Anchors that hold steady in chaos. ✔ Give people something tangible to focus on. A short-term goal, a project, a customer win. It brings direction when everything else feels uncertain. 2. Communication is the Lifeline ✔ Communicate more, not less. In silence, people imagine the worst. ✔ Model transparency. If you want honesty from your team, you go first. ✔ Repeat the message. What feels repetitive to you feels reassuring to them. 3. Empathy in Action ✔ Acknowledge fear. Don’t say, “Don’t worry.” Say, “I know this is stressful—and that’s okay.” ✔ Stay steady, not stoic. Calm presence > emotionless wall. ✔ Support people emotionally, not just operationally. Ask, “How are you doing, really?” 4. Inclusive Navigation ✔ Invite input, even when you can’t promise change. People don’t need every idea implemented. They just need to know they’ve been heard. Leadership in uncertainty isn’t about walking the tightrope alone. It’s about making sure the rope is steady, the net is secure, and the whole team feels ready to cross with you. What’s one practice you’ve found most effective in leading through uncertain times? #Leadership #Management #EmotionalIntelligence #TeamBuilding #PsychologicalSafety #FutureOfWork

Leading in uncertain times is a hot topic today in business as we face a compounding set of unknowns: tariffs, inflation, volatility in our financial markets, the ongoing climate crisis, supply chain disruptions, global conflicts, and the advent of AI to name just a few. Whether you are an operator, investor or board member, I wanted to share a few of my approaches to dealing with the reality we are facing, and I would love your thoughts in response: 1. First, for me, is to remain consistent and committed to our company values. At PSP Partners, we express ours as IDEALS--Integrity, Diversity, Excellence, Alignment, Leadership and Service. Your teams want to know that during uncertainty you will make hard decisions that are grounded in your core values. 2. Radical honesty is critical. Bringing your leadership team to a point of embracing the reality of the landscape that your organization is facing is an essential foundation to then figuring out the vulnerabilities. 3. Ensuring that your balance sheet is strong to weather the difficult periods as well as to have the opportunity to play offense is more essential than ever. 4. Regular scenario planning and pressure testing various outcomes is essential to manage and mitigate risk; it is all the more important right now. This is also known as “red teaming” and it’s a critical thing to do. 5. Being curious about your blind spots and institutional biases will help create an environment where you and your team can safely challenge assumptions. 6. Overcommunicating with your management team and to your company as a whole have never been more needed. Remember it takes about 7 times for a message to break through. Don’t be afraid to repeat it over and over. 7. Embracing the idea that challenges also create unique and unexpected opportunities is so important. During uncertainty the best companies create extraordinary opportunity and returns for the long term. 8. A strong, innovative and resilient culture is always foundational and especially essential to navigating the current challenges. The CEO and your leadership team have to set the example.  

When tensions run high and uncertainty clouds the workplace, how do you deliver critical feedback, hold high standards and support your team? In this week's newsletter, I share a simple but powerful framework inspired by David Yeager’s research. Yeager’s work on motivating young people is useful for managers of people of any age. Because when people feel anxious, uncertain, or vulnerable (as many employees do today), they aren't just reacting to what you say… they're trying to figure out if you believe in them. Traditional ways of giving feedback like fear-based warnings, the infamous "compliment sandwich," or overprotecting employees from hard truths often backfire. People either feel shamed, patronized, or disconnected. Instead, Yeager offers the “Mentor Mindset” where high standards + high support = trust + growth. When people are more reactive than usual, this method is key. The newsletter breaks down a four-step script you can use immediately: How to open conversations with transparency How to validate emotions without minimizing them How to frame challenges as surmountable and meaningful How to explicitly offer support and stay present If you’re managing through turbulence right now, I hope this gives you a practical and compassionate roadmap, and I cannot recommend Yeager’s book 10 to 25: The Science of Motivating Young People more highly. Also useful for parents of teens :) #Leadership #ManagerTips #EmotionalIntelligence #EmployeeExperience #GrowthMindset

Research from the field of social psychology suggests that acknowledging when we have gaps in our knowledge or feel uncertain about a decision can build trust and encourage others to more openly share their perspectives. Acknowledging this comfortably, assertively, and with a curiosity to learn from others can, among other things: - Build trust by demonstrating honesty and humility. - Deepen connection by showing an interest in learning from or discussing something with others. - Project confidence by demonstrating self-awareness, authenticity, and a commitment to continuous learning. So, instead of insisting on having all the answers, invite dialogue. It will improve your problem-solving discussions and build stronger, more authentic relationships.

When I was building culture at TikTok, there were moments when the world around us shifted faster than any strategy deck could keep up with. At first, I tried to tackle it in all the ways I was familiar with—structure, speed, problem-solving. I leaned on logic, frameworks, and a fast-moving mindset. But I quickly learned: uncertainty doesn’t respond to pressure. It asks for something else entirely. I had to unlearn the instinct to control, and start learning how to: 1. Pause before reacting. Sometimes clarity comes not from acting fast, but from listening deeply. 2. Name what’s real. Saying “I don’t know yet” builds more trust than pretending to have all the answers. 3. Ground in values. When the path isn’t clear, anchoring in what you stand for is often the most strategic thing you can do. 4. Create space for others. People don’t need you to have perfect certainty. They need presence, honesty, and belief. In moments of uncertainty—whether leading at scale or navigating one difficult decision—what matters most is not having the answer, but having the courage to lead with openness, ask questions, be curious and open. And the truth is, I’m still learning. I hope I always will :-) More on what I’m learning soon… #Leadership #CompanyCulture #Uncertainty #Coaching #GrowthMindset

The Strength of Vulnerability: Communicating Uncertainties and Mistakes in the Team In a recent coaching session, a coachee asked whether it is acceptable to admit uncertainties or mistakes to the team. This question has been on my mind for several days as it touches on an important aspect of modern leadership and corporate culture: The importance of authenticity and vulnerability. Why should one communicate uncertainties and mistakes? 🤝 Promoting Psychological Safety: Studies, such as those by Amy Edmondson of Harvard Business School, show that psychological safety – the feeling that it is okay to take risks and speak openly – is crucial for team performance. When leaders openly communicate their uncertainties and mistakes, they create an environment where employees also feel safe to express their own concerns and errors. This fosters a culture of learning and innovation. 🤝 Trust and Credibility: Authenticity and transparency are key components in building trust. A study by Kouzes and Posner (2002) found that honesty and integrity are the most important qualities that employees appreciate in their leaders. By admitting their weaknesses and mistakes, leaders show their human side and thus gain the trust of their team. 🤝 Role Modeling: Leaders who admit their uncertainties and mistakes act as role models for their employees. They demonstrate that it is okay to make mistakes and learn from them. This promotes a culture where continuous learning and development are possible. 🤝 Enhancing Collaboration: Admitting uncertainties can also improve teamwork. When leaders reveal their weaknesses, they encourage their employees to contribute their own skills and knowledge to find solutions together. This strengthens team spirit and collective intelligence. My Personal Conclusion: It is not only acceptable to admit uncertainties and mistakes to the team – it is even desirable and fosters a healthy, productive corporate culture. Leaders who show vulnerability strengthen psychological safety, trust, and collaboration within the team. What are your experiences and thoughts on this? Have you ever experienced that a leader’s openness positively influenced the team? #Leadership #Authenticity #PsychologicalSafety #Teamwork #Innovation #Leadership #ErrorCulture #Trust #Coaching

Since inauguration, nonprofits, governments, and higher ed have been in a state of uncertainty. The most acute effect? Decision paralysis. Contracts are delayed, teams are anxious, and leaders don’t know what’s coming next. Organizations in these sectors, built for slow, consensus-driven decisions, are struggling to respond to constant shifts. The result is churn, stress, ambiguity...AND complying in advance out of fear. We can each help bring clarity and calm to these situations. Whether you’re a CEO, a middle manager, or a program lead, you can model crisis communication by answering (or asking) three simple questions: 1️⃣ What do we know to be true? State clear facts. If you don’t know, ask the room. Example: “This executive order is in effect,” or “We have funding through next year.” 2️⃣ What remains uncertain? Don’t stay silent on unknowns—it breeds fear. Explicitly name the gaps: “We don’t yet know the impact on our programs, but we’re monitoring closely.” 3️⃣ Does this change what we should do right now? Be explicit about the impact on the day-to-day. Should your team continue as usual? Pause? Prepare contingencies? If this question is punted or delayed, everyone will make individual, implicit decisions anyways. So make them intentional. This framework has helped me as an interim CEO, in coaching program leaders, and in navigating crisis moments. And it needs to be repeated every few weeks right now (because uncertainty isn’t going away). We may not have all the answers, but we can choose to communicate in a way that fosters trust instead of chaos. Let’s bring clarity where we can. #Leadership #Communication #DecisionMaking

When leaders go quiet, assumptions grow loud - and that’s where chaos begins. I’ve noticed something critical about leadership during uncertain economic times: Every communication void we, as leaders create, gets filled with something else. Usually, that looks like fear and speculation. Employees, worried about tumultuous changes, often go straight to the worst-case scenario. Think about it: While we’re waiting for the perfect moment or complete information to communicate with our teams, they’re already preparing for layoffs. I’ve seen how quickly these assumptions can spiral, turning minor uncertainties into major disruptions that affect everything from daily productivity to long-term morale. Here’s what I’ve learned works instead. Talk early and talk often to your team, even when you don’t have all the answers. Our teams don’t expect us to predict the future - they just need to know we’re navigating it with them. Sometimes, just saying “Here’s what we know, here’s what we’re still figuring out, and here’s our next step” can transform anxiety into action. The truth is, being transparent about what we don’t know yet builds more trust than silence ever could. It keeps our teams focused on what matters instead of dwelling on what-ifs. So the next time you face economic uncertainty as a leader, don’t wait for the perfect moment to communicate with your team. Take every chance you get to remind them that you won’t leave them in the dark. #leadershipinsights #organizationalculture #changemanagement

One of the most significant responsibilities as a leader is to model the way. Your team pays attention to you, perhaps more than you realize, including what you say, how you react and the decisions you make. In difficult times, more than ever, it’s important to balance people and performance. Your success as a leader during tough times will depend on many things but at the top of that list are things like empathy, transparency, and balance. Leaders who demonstrate empathy tend to foster greater commitment and effort. Empathy in these situations is a lot about being self aware both cognitively and emotionally. What is your team feeling? What is your team thinking? It’s about being sensative to the environment to protect the culture. In addition to being empathetic, leaders must also demonstrate transparency. In difficult times leaders sometimes shrink back and hold back what they share with their teams and although there is such a thing as too much transparency, it’s important to be open and honest with your team. Embrace uncertaintity. Leaders can become unauthentic when they are faking a certaintity that isn’t there. You can give out hope without making things up. In the end your team isn’t looking for guarantees they are wanting to know that you will support them throughout the uncertainty. Lastly, balance is another attribute leaders must possess in rough waters. Providing balance in your approach and feedback with your team is needed more than ever. You need to create a sense of safety as much as possible, but also acknowledge the situation is both volatile and chaotic. Acknowledge the inherent uncertainty but help people feel safe. Support people most effectively by allowing them to feel both secure and informed. It’s a mixed message to be sure, but authenticity is important so that people trust you and feel empowered. Almost anyone can lead through good times but helping your team feel supported in difficult times is a true test of a good leader. Being authentic by showing empathy, transparency and balance are just some of the ways to come out of those difficult times with a stronger team. #leadership

We’re dealing with unprecedented levels of uncertainty. But that shouldn’t disempower you. This new book will help. 📕 👇 “Masters of Uncertainty,” by former Navy SEAL Rich Diviney, explains how to act skillfully in trying circumstances — and how to build teams that do so as well. The book is divided into three parts. The first explains how our bodies react to uncertain, fast-changing circumstances (e.g., with stress) and offers practical means for making the most of such conditions. For example, we can reframe our contexts (or “horizons”) to include only that which is in our immediate awareness and control and focus on small, near-term wins. We can also ask ourselves better questions and apply physical techniques (e.g., breathing patterns) to modulate stress. Reframing is an important component of the strategic design toolbox, so this section resonated with me. The second part of the book explores how our internal narratives — what we believe about ourselves and our goals — shape our behavior under uncertainty. Our attributes set natural constraints: for example, my physiology simply doesn’t allow me to be a pro basketball player. Self-identity is also powerful; it’s easier to quit smoking if you see yourself as a nonsmoker. And of course, having clear objectives is essential: you need to know what direction to move towards. Diviney echoes an idea we saw in “On Grand Strategy”: that you must keep the general direction in mind while paying attention to local conditions; if you encounter a swamp while traveling south, you may need to walk east for a while. Part three explains how to use these skills to develop teams that handle uncertainty effectively. Diviney proposes a leadership approach called dynamic subordination: > Team members remain present and move in unison, working seamlessly to enhance one another’s strengths and buttress weaknesses. When one team member’s specific skills or attributes are needed, they step up and lead. The others then automatically move to support them fully. This requires deep trust and alignment, which is why there’s a chapter devoted to each. (The one on alignment focuses on developing a particular culture for your team.) Dynamic subordination offers a promising model for combining top-down direction with bottom-up adaptation to real-world conditions. Parts one and two echo Stoic ideas — especially around focus and self-regulation. Dynamic subordination was new to me. It sounds like a genuinely useful approach, albeit one that calls for 1) a very particular org culture and 2) a carefully vetted team. The SEALs meet both conditions; business teams less so. In our podcast, Harry said “Masters of Uncertainty” is in the running for his 2025 book of the year. I can see why: it’s a practical, short, and well-grounded guide for anyone designing teams or systems meant to thrive in fast-changing, unpredictable environments. (Aren’t they all?) #Leadership #Strategy #Management #Design #Book