Leading in the fog: providing orientation when answers are missing

Showing transparency – even if there are no answers

It may sound paradoxical, but especially when managers know little, it is important to communicate openly. This means

• Being honest about what is known – and what is not. A clear statement like “I don’t know at the moment, but as soon as I find out more, I’ll share it with you” is better than guesswork or silence.
• Provide regular updates, even if there are no new findings. Employees feel better informed and less insecure when they know that their manager is actively seeking clarity.
• Make it clear how decisions are made. Uncertainty is difficult to bear – so it is all the more important to give employees an insight into decision-making processes, even if the results are still pending.

Strengthen psychological safety

In uncertain times, employees need a working environment in which they feel safe, can express their concerns and concentrate on their tasks. Managers can promote this by

• Open listening and empathy. Uncertainty can cause anxiety and stress. Listening to employees’ concerns and responding to them empathetically creates trust.
• Courage to make mistakes and learn. Those who feel confident to contribute their own ideas and use mistakes as learning opportunities remain more committed. A culture of error, in which failures are not punished but seen as opportunities for development, is particularly helpful in uncertain times.
  Clarify expectations. Even if the external circumstances are unclear, the manager can ensure clarity within the team: What are the current priorities? Which goals remain the same? What is expected of the individual team members?
• Optimism without whitewashing – conveying realistic confidence
  Employees quickly notice when they are being fooled. Unrealistic optimism can therefore be just as damaging as a pessimistic attitude. Instead, managers should radiate realistic confidence:
• Focus on what can be controlled. Instead of just concentrating on uncertainties, it helps to look at what the team can actively influence.
• Outline positive images of the future. Even if it is not clear how the situation will develop, managers can remind themselves that the company has already survived other crises – and that the team can find solutions together.
• Emphasize the meaning of work. Employees are more motivated when they understand the value of their work – especially in uncertain times. A manager can repeatedly emphasize how the team’s daily work contributes to the company’s overarching mission.

Strengthening community – leading together instead of alone

Insecurity often leads to a feeling of isolation, both among employees and among managers themselves. To counteract this, managers should specifically strengthen the community within the team:

• Promote team cohesion. Joint meetings, informal check-ins and collaborative projects help to maintain the connection between team members.
• Get support for yourself. Managers also need to exchange ideas. Sparring partners, management rounds or coaching sessions help you to deal with your own uncertainty and gain new perspectives.
• Enable participation. Where possible, employees should be actively involved in decision-making processes – this gives them a sense of control and belonging.

Leadership in uncertainty requires courage and humanity

Managers do not have to have all the answers – but they can provide guidance by communicating openly and honestly, offering psychological security and radiating realistic confidence. HR developers can support them in this by creating appropriate training, coaching programs and exchange formats.

The key message for managers is: in uncertain times, the most important thing is not answers, but attitude. Leadership that is transparent, empathetic and community-oriented strengthens the trust and motivation of employees – even when the future remains uncertain.