Uncertainty is no longer the exception—it’s the rule. Every day, the world shifts: natural disasters, man‑made crises, economic upheavals, or sudden internal shocks like a fire at a storefront or the hospitalization of a CEO. Businesses, being part of this world, are not exempt. Sadly, many organizations falter not because the crisis was insurmountable, but because leaders hadn’t prepared to manage through it.

As MIT Sloan Management Review observes, “Unpredictability is the new normal—and leadership must adapt and navigate through the chaos.” This reality underscores why leaders must give serious thought to how they will respond when uncertainty strikes. At our consultancy, we believe special circumstances call for special measures. Here are our five tips for leading in times of uncertainty.

1. Be as informed as possible

Knowledge is power, but only when it is accurate. Leaders must resist the temptation to assume or rely on hearsay. Instead, they should actively seek truthful, reliable information from credible sources. Doing so not only equips them to make better decisions but also helps dispel myths and quash rumors. When leaders share what they know, employees gain confidence that the organization is grounded in reality rather than speculation.

Being informed also means staying attuned to external signals—market trends, regulatory changes, or competitor moves—that might influence the crisis. Leaders who cultivate this habit of vigilance are better prepared to pivot when circumstances demand it.

2. Be honest and open when sharing

Employees are not fools; they can sense when information is being withheld or distorted. Transparency builds trust, even when leaders cannot disclose everything. Harvard’s Division of Continuing Education emphasizes “Communicating with transparency” as one of the most vital leadership behaviors during instability.

Honesty doesn’t mean oversharing—it means being clear about what you know, what you don’t, and when you expect to have more information. Saying “I’m not at liberty to share right now, but I will update you by Friday” is far more reassuring than silence or evasion. In times of uncertainty, candor is a stabilizing force.

3. Have a plan

A crisis management plan should already exist—but if not, the second‑best time to create one is now. Plans provide structure, clarity, and a sense of direction when emotions run high. They should outline roles, responsibilities, communication protocols, and contingencies.

Equally important is ensuring that relevant parties know the plan. A plan locked in a drawer is useless. Leaders should rehearse scenarios with their teams, so when activation is necessary, everyone understands their role. Keep it flexible—review and update regularly so it evolves with changing circumstances. This preparation transforms chaos into coordinated action.

This article was written by Disa Forde-Cook, founder of DNFC Consulting. Disa Forde-Cook is a business and marketing consultant specializing in strategic planning, thought leadership, and community‑focused initiatives. These reflections on leadership in times of uncertainty represent her perspective on how organizations can prepare for and navigate crises. In addition to crisis management, DNFC Consulting provides services in project management, digital solutions, marketing, problem-solving, strategic planning, operational improvement, and event staging. The consultancy’s mission is to empower businesses by delivering expert consultancy services with integrity, leadership, and innovative problem‑solving, enhancing operational efficiency and fostering sustainable growth. Guided by this mission, the consultancy supports organizations in adapting and moving forward—even when the path ahead is unclear.

4. Balance fear with confidence

It is natural to feel fear in a crisis. Leaders are human, too. But the way they respond sets the tone for the entire organization. It is possible to be scared and brave at the same time. Acknowledging fear while modeling confidence shows authenticity and resilience.

This is also the moment to lean on mentors, peers, or industry networks. Collaboration provides perspective and reassurance that you are not facing the challenge alone. By drawing on collective wisdom, leaders can find strength and innovative solutions that might not emerge in isolation.

5. Remember no problem is insurmountable

Adaptability is the hallmark of survival. Businesses that pivot quickly often endure turbulence better than those that cling to old models. Leaders must envision both best‑case and worst‑case scenarios, preparing themselves and their teams for either outcome.

This dual vision reduces anxiety and fosters readiness. Even if the worst happens, preparation ensures the organization can navigate with dignity and clarity. And if the best unfolds, the business emerges stronger, having proven its resilience.

Conclusion

Periods of uncertainty are inevitable, but collapse is not. Leaders who stay informed, communicate openly, plan ahead, balance fear with confidence, and embrace adaptability can guide their organizations through turbulence.

Industry Leaders Magazine highlights that effective crisis leadership requires “honesty, emotional regulation, and leading by example to foster resilience.” Similarly, Forbes Coaches Council stresses that “the way leaders respond in those first hours and days sets the tone for their team, stakeholders, and the future of the business.”

At our consultancy, we believe that with foresight, courage, and adaptability, no challenge is beyond leadership’s reach. Uncertainty may be the new normal, but thoughtful leadership helps create possibilities beyond the crisis.

SOURCES

• MIT Sloan Management Review – 10 Strategies for Leading in Uncertain Times

• Harvard Division of Continuing Education – Leadership Tips for Navigating Uncertain Times - Professional & Executive Development | Harvard DCE

• Industry Leaders Magazine – Effective Leadership Strategies for Crisis Management

• Forbes Coaches Council – How To Manage When Crisis Hits: 15 Practical Steps For Businesses