How to Lead Through Uncertainty and Change

Change has always been part of working life, but there's no doubt it feels particularly noticeable at the moment.

Whether it's a restructure, new leadership, financial pressure, shifting priorities or simply wider sector uncertainty, leading through change isn't easy, particularly when you don't have all the answers yourself.

From the conversations we have with leaders and candidates, one thing comes through quite consistently: you don't need to have everything figured out straight away.

Often, what's more important is how you respond, communicate with the people around you and create enough clarity for everyone to keep moving forward. While you might not be able to control every decision or outcome, you can influence how your team experiences that period of change.

Focus on what you can influence

When there's a lot happening around you, it's very easy to get distracted by the things you can't control.

I think it's much more helpful to bring it back to what you can influence. What does your team need from you right now? What are the immediate priorities? Where can you provide a bit more clarity or stability?

As a leader, people will naturally look to you for direction, even when you're working through the same uncertainty yourself.

That doesn't mean pretending you have all the answers. In fact, being honest about what you know, what you don't know and what happens next can often be far more valuable.

It's also worth remembering that small things can make a real difference during periods of uncertainty. Maintaining regular check-ins, being consistent in your approach and making time for conversations can help give people a sense of stability when other things around them are changing.

Communicate, even when you don't have all the answers

One of the hardest parts of change is often the gap in information. If people don't know what's happening, it's natural that they start filling in the gaps themselves, and that can create more uncertainty than the change itself.

Good communication doesn't mean having a perfectly formed answer every time.

Sometimes it's simply about being visible, sharing what you can and being honest about what is still being worked through. And, importantly, coming back to people when you said you would.

It's also about listening. People react to change differently and understanding what your colleagues or team are genuinely concerned about can make a big difference to how you lead them through it.

It's important not to assume that everyone will respond to change in the same way. Some people will embrace it, while others might need more time, reassurance or a better understanding of what it means for them. Making space for those different perspectives can help build trust and make it easier for people to move forward together.

Don't lose sight of your own career

When your organisation is going through significant change, understandably most of your attention goes into the business, your team and whatever needs dealing with in the moment.

But it's also worth occasionally taking a step back and thinking about what the experience means for you.

What are you learning? Where are you adding the most value? Are you getting exposure to things you wouldn't normally? And does the direction of the organisation still fit with where you want your own career to go?

Uncertainty certainly doesn't mean it's time to leave. Periods of change can create some of the best opportunities to broaden your experience, take on more responsibility and demonstrate leadership.

Sometimes, the opportunities that come out of change aren't immediately obvious. Taking on a different responsibility, working with new teams or helping an organisation navigate a difficult period can all develop skills and experience that prove valuable further down the line.

At the same time, there's nothing wrong with understanding what's happening in the market. It gives you perspective and means that, whatever you decide, you're making that decision from an informed position rather than reacting when circumstances change.

Use your network

This is probably something most of us could do more of when we're busy in a role.

Your network shouldn't only become important when you're actively looking for your next job.

Talking to people you trust, former colleagues, peers and recruiters can be a really useful way of understanding what's happening elsewhere, sense-checking your thinking and getting a different perspective.

It can also help you see beyond your immediate organisation. Understanding how other organisations are approaching similar challenges, where investment is being made and what skills are becoming increasingly important can give you a much broader view of the sector and where things might be heading.

In my experience, some of the most useful career conversations happen when there isn't actually a move attached to them. There's no pressure or immediate decision to make. It's simply an opportunity to talk openly about where you are and what might be next.

Keep some perspective

Very few careers follow a completely straight line.

Periods of uncertainty can feel uncomfortable when you're in the middle of them, but when you look back, they're often the periods where you've learnt the most, taken on more responsibility or started thinking differently about what you want next.

Recruitment shouldn't just be about speaking to someone when there's a live vacancy.

A big part of what we do is helping people understand the market, talk through what they're experiencing and think about their options. Having conversations with recruiters who understand the sector can help you make sense of the wider market,recognise opportunities you might not have considered and understand how your experience could translate into different roles or organisations.

Sometimes that conversation leads to a move. Just as often, it gives someone the confidence and perspective to stay where they are and approach things slightly differently.

Either way, having those conversations before you actually need to make a decisionis rarely a bad thing.