Let’s face it: as humans, uncertainty makes us really uncomfortable.  We’re naturally hardwired for predictability, to better identify and respond to threats. When we can’t see clear outcomes ahead, we can feel out of control and begin fearing and focusing on the worst. The very thing that helps us survive as a species, the need for predictable outcomes, becomes the thing that makes it so difficult to navigate and lead others through change and uncertainty.

    
So what do you do when your job requires leading through uncertainty? What helps leaders come to grips with their own fears of bad or unpredictable outcomes to help others navigate through them? Here are some techniques and tips to help steady leaders communicate confidently, even through uncertain times:

1) Know that it’s not acting.

No, you can’t simply hide your own doubts about what’s ahead. (If we were better actors, we might be doing something else besides tackling these problems). Rather than trying to hide the unknown, look to focus your communications on what you DO have confidence in. Stressing confidence in your team’s ability to find a solution for instance and reminding them they’ve navigated uncertainty before and learned from it, can help. It can make an enormous difference to those tasked with fixing a problem to know someone has confidence in their abilities to find a solution.    
    
2.) Be realistic about expectations.

 There are always things within an organization’s control and outside of it. There’s no need to gloss over what could go wrong, but the leadership message that’s needed in times of crisis or uncertainty is a focus on what CAN be controlled. This isn’t about always having an answer. It’s about having confidence in finding one. Help people focus on obtainable goals and real solutions. Those may not be perfect, but they will build community and purpose, even in the midst of what feels like chaos.   

3.)  Lead by example.

All eyes are on you routinely when you’re a leader, but when change and uncertainty hit, your reaction to it becomes even more important. Make sure your actions are aligned with your words. If you communicate confidence in your team’s ability, but then micromanage through stress, it’ll be noticed. If you empower others and step in only as necessary, that sends a signal as well about whether you believe your own words.  
 

None of this is easy, but we tend to think difficult times reveals character more than shapes it. We’re probably right about that. Leadership communications requires real intent. Be sure those you lead clearly understand yours.