These are uncertain times.
Whether it’s shifting tariffs, economic slowdowns, or unforeseen global events, leaders are experiencing a head-spinning amount of change. In my coaching conversations with organizational leaders over the past few weeks, several expressed concern about choosing a direction or making a decision, stating, “I’m not sure. I’ve never lived through something like this.”
In moments like these, uncertainty can feel paralyzing. But here’s the truth: no one has all the answers. The CEO, the board of directors, the shareholders… they’re all looking for a plan. They want to see a thoughtful, adaptable approach that shows you’re ready to lead through the fog. As I jokingly said to one executive, “If you say, ‘you don’t know’ to your board, you might as well pack up your stuff today.” Instead, start with what you know today. Create a plan. Then keep revising it as conditions evolve.
That’s where strategic agility, information discernment, and an anchored company culture come in. Leaders can create stability and maintain momentum when the future is murky. Here’s what I recommend:
Develop Strategic Agility: Prepare for the Unknown
Uncertainty demands proactive thinking. Preparing for multiple scenarios, even if they never play out, creates readiness for whatever unfolds.
Scenario Planning: Map out potential outcomes and identify how each could impact talent, supply chains, and customer behavior. Even if those plans change, you’ll have critical elements in place to guide quick decisions.
Flexible Workforce Models: Hiring freezes, layoffs, or talent shortages can emerge quickly. Consider adaptable team strategies like bringing in contingent talent or cross-training employees to provide stability in shifting conditions.
Diversification: Just as organizations diversify markets and supply chains, leaders should build teams that can pivot. Allocating for remote capabilities, skill development, or previously untapped talent pools can shore up human capital.
Stay Informed and Learn from Others’ Experiences
Leaders who actively seek insights and engage with others are better equipped to navigate uncertainty.
Monitor Trends & Benchmark: Use professional organizations, industry networks, and personal relationships to learn what others are doing. Sharing strategies with peers and colleagues — even those in different industries — can provide valuable insights for your leadership team.
Ask the Right Questions: Regularly check in with trusted contacts and industry peers to understand how they’re addressing challenges. Asking “What are you seeing?” or “How are you planning for this?” can reveal practical strategies you can adapt to your own organization.
Practice Discernment in Information Gathering: In a world flooded with sensational headlines and misinformation, leaders should sharpen their discernment by prioritizing trusted sources and developing critical evaluation skills. Identify credible industry associations, established research firms, and reliable analysts that consistently provide accurate insights. Cross-reference information from multiple reputable outlets and seek input from trusted research firms, analysts, and industry associations to confirm trends and predictions. Focus on facts to drive informed decisions.
Build a Resilient Workforce & Culture
When uncertainty is high, employees look to leadership for stability. How you reinforce and nurture culture during these times will define engagement, productivity, and retention.
Transparent Communication: Employees don’t expect certainty, but they do expect clarity. Regular updates — even when the message is, “We don’t have all the answers yet, but here’s what we do know” — build trust. Leaders who openly acknowledge concerns and share their thought process help employees feel included and informed.
Invest in Talent: When budgets tighten, learning and development programs are often the first to go. Yet leaders who continue to invest in growth see stronger retention and innovation in the long run. For example, offering stretch assignments, mentorship programs, or targeted training can keep employees engaged and adaptable without significant budget impact.
Psychological Safety & Inclusion: Employees need to feel safe to express concerns, propose ideas, and navigate uncertainty. Leaders can foster psychological safety by encouraging open dialogue, actively listening, and acknowledging team contributions..
Values-Driven Decision Making: In times of uncertainty, your organization’s core values should act as a decision-making compass. Leaders who consistently reference these values when sharing information with employees demonstrate integrity. For example, one of my clients is actively investing in developing bench strength and nurturing talent during this period of recalibration. In contrast, another client has chosen to pause all leadership development efforts. What are the messages each organization is sending team members? Which one is likely to have better retention of key staff? When employees witness leadership making values-driven decisions, they gain confidence that their well-being and growth remain a priority, even in challenging times.
Think Beyond Today
Yes, leaders need to think about what’s happening right now. But staying heads-down leaves teams vulnerable to what might be coming around the bend. Just like a meerkat pops its head up to scan the horizon for threats and opportunities, leaders must consistently look ahead as far into the future as possible, to assess potential risks and identify strategic opportunities before they arrive.
Identify Emerging Trends: Regularly assess economic indicators, political developments, and market conditions that could impact your organization. Keeping an eye on these trends allows you to pivot or seize new opportunities early.
Engage with Industry Networks: Connect with peers, professional organizations, and industry groups to exchange insights. Understanding what others are seeing and doing can provide critical context for your own decision-making.
Encourage Future-Focused Thinking: Support more meerkat horizon-seeking. In meetings, designate time to discuss longer-term scenarios. Ask your team questions like, “What’s on the horizon that we should prepare for?” or “What are we not yet exploring?”
This intentional, proactive mindset helps leaders stay informed, agile, and ready for what’s next.
Moving Forward
Beyond existing responsibilities, leaders need to be architects of resilience. Political and economic unpredictability will continue, but those who build a culture of adaptability, agility, and strategic foresight will emerge stronger, prepared to meet what’s next.
