To say we’re leading in turbulent times is a bit of an understatement. Never mind the geopolitical landscape right now, leaders are dealing with more turmoil in the organisational landscape too.
That acronym VUCA (volatile, uncertain, complex and ambiguous) is louder, closer, and harder to ignore.
How you lead when things are unsettled is a direct measure of your leadership. Tense moments stretch your judgement, your emotional discipline, and your ability to decide without the comfort of complete information.
Leading a team through stormy waters (while, all the time leading yourself through those same stormy waters) requires a steady hand and a clear head.
Leaders often under-estimate the shadow they cast, but inevitably how you handle turbulent times will set the tone for how your team handles them. If you’re running around like a headless chicken - or are at the other end of the scale, whether you're breezily espousing platitudes that there’s “nothing here to see folks” - trust drains fast. People don’t need perfection. They need honesty.
So here are seven practical ways to lead well when the ground keeps shifting beneath your feet:
1. Face reality.
Bill George, in 7 Lessons for Leading in a Crisis, puts it simply: “Face reality – starting with yourself. ” This is not the moment for sugarcoating or forced optimism. It is the moment for honesty, grounded in facts, however incomplete those facts may be.
Facing reality doesn’t mean abandoning hope. It means acknowledging what’s true, naming the constraints, and then focusing your attention on what can be influenced.
When Air New Zealand grounded most of its fleet during the early stages of the pandemic, leadership didn’t pretend the situation was temporary or easy. They were upfront about the scale of the challenge, while also clearly outlining what they were doing to preserve the organisation and its people. That clarity mattered.
Facing the truth might not be much fun, but putting your head in the sand is far more damaging.
2. Be visible.
And available.
When things start to wobble, people look for their leaders. If you disappear into closed meetings or go quiet, anxiety fills the gap. Silence is rarely neutral.
Visibility doesn’t require grand gestures. A short daily message. A brief video update. A walk through the office (or a virtual equivalent). What matters is that people know where you are and how to reach you.
Decide who needs you most during this period and make yourself easy to find, for them especially.
3. Communicate often, candidly and clearly.
It’s almost impossible to over-communicate during turbulent times. You’ll need to say the same thing more than once.
Remember too though that communication is also a two-way street. Make space to listen, not just broadcast.
Ironically, this is one of the most crucial times for providing an inspirational and compelling vision of a way forward. Metaphors can be your friend here. Is what you’re facing like navigating stormy seas, or like facing a mythical creature from Greek mythology? Is it like some other thing from nature? Storytelling and metaphors help people make sense, which in turn helps to lower their anxiety and fear.
4. Build a sense of control, even when it appears that so much is out of your (and their) control.
It’s natural for people to feel powerless and worried in tough times. If you can help them move away from what they’re not in control of, towards what they can do – while still creating space for people to share how they are experiencing the rough waters – you’ll help lower anxiety.
Ask questions like:
- What’s within our influence right now?
- Given these constraints, what options do we actually have?
- What are our strengths and how can we draw on them to meet this challenge?
- What’s the next sensible step?
There is always something you can do when facing turbulent times, even if it’s changing your attitude to factors that are outside of your control.
5. Model the behaviour you want others to demonstrate.
As I stated earlier, people take their emotional cues from you as their leader. If you’re erratic, defensive or visibly overwhelmed, that energy spreads. If you’re calm, thoughtful and measured, that spreads too.
Be intentional about how you show up. Think calm and pragmatic, not flustered and freaking out.
This doesn’t mean suppressing emotion or pretending you’re unfazed. It means regulating yourself well enough that others feel steadied, not unsettled, by your presence.
6. Collaborate - think “leadership”, not leader.
This is not the time to go it alone or try to lead in isolation. Turbulent times are not a solo sport.
Who gives you good advice and a sounding board when you are in the thick of it?
Who do you trust to challenge your thinking or help you see your blind spots? You should worry if the answer is “no one”.
How can you access a diverse, trusted team to help you lead through volatile times or a complex problem?
What sources of information are reputable and trustworthy for your current situation?
The best leaders widen the circle when complexity increases. They draw on diverse perspectives and resist the urge to carry everything alone.
7. Look after yourself.
Simple things like exercising, getting enough sleep and doing things that bring you joy or enable you to take time out are imperative in times like this. Yes, you’re probably thinking, I don’t have time, but these things are even more important now than at any other time. You won’t be able to lead others well through this tough time if you can’t first lead yourself well.
