Leading Through The Struggle: How Leaders Can Provide Stability in Uncertain Times

In England’s Lake District, there’s a notorious road known as The Struggle—a steep, winding climb that tests endurance and nerve. Cyclists who endure the grueling ascent are rewarded with a panoramic view, seeing the landscape in a way that’s impossible from below.

Leadership in uncertain times is much the same. Employees navigating the gears of economic shifts, industry disruptions, and daily pressures feel stuck—overwhelmed, anxious, and uncertain. Yet, leaders, with their broader perspective, must provide clarity and direction. They hold the responsibility to help their teams navigate uncertainty, not to be paralyzed by it.

The Science of Uncertainty: Why It Feels Overwhelming

Psychological research confirms what employees experience daily: uncertainty is mentally exhausting. Unpredictability triggers the brain’s fear response, increasing stress hormones and impairing decision-making. In fact, neuroscientists have found that people often experience more stress from uncertainty than from knowing something bad is coming.  This paradox—where bad news can feel better than no news—illustrates how feeling out of control can fuel anxiety.

What Should Leaders Be Doing Right Now?

While eliminating uncertainty isn’t possible, leaders can provide structure, consistency, and clear direction to help employees regain a sense of stability. Without it, anxiety rises, engagement drops, and burnout follows. Here’s how leaders can navigate uncertainty with impact:

1. Communicate More Often Than Feels Necessary

Uncertainty breeds fear, and without information, people tend to assume the worst. Clear communication is crucial in these moments. A University of Toronto study found that individuals feel less stressed when being provided clear negative feedback than with no feedback at all. If bad news is coming—layoffs, workforce reductions, or industry shifts—be transparent, even if all the details aren’t finalized. Employees will fill in the gaps themselves, often imagining scenarios far worse than reality.

Frequent, transparent communication—even about unpleasant topics—reduces anxiety and builds trust. Silence, on the other hand, fuels fear and erodes confidence.

What critical conversations are you avoiding that could build trust and reduce anxiety?

2. Acknowledge, Don’t Minimize, Employee Emotions

When employees voice concerns, it’s tempting to instinctively try to “fix” the problem or offer well-meaning but overly optimistic reassurances. Ever said, “Don’t worry, I’ll take care of it?” While the intent is good, dismissing someone’s feelings, whether out of a desire to alleviate your own worry or to ease their discomfort—can break trust and make employees feel unheard.

Research shows that simply acknowledging another’s emotions can reduce the intensity of their feelings. A few simple words like, “I know this is frustrating” or “It makes sense that this feels overwhelming” can help ease their stress and build trust. This works in part because of mirror neurons—brain cells that allow us to “mirror” the emotions of others, fostering empathy and deeper connection. By reflecting someone’s feelings, you help them feel understood, which can significantly ease emotional tension.

You might not always pinpoint the exact sentiment, and that’s okay. The simple act of reflecting emotion is a powerful catalyst for psychological safety—a well-researched phenomenon building resilience, boosting performance, and sparking innovation. All of these factors help people navigate uncertainty with greater confidence

What steps can you take today to build a safer, more emotionally supportive environment for your team?

3. Reduce Decision Fatigue for Your Team

​Uncertainty heightens employee anxiety, impairing decision-making and productivity. Research shows that anxious individuals struggle with decision-making in uncertain environments, often overanalyzing and second-guessing themselves.

This anxiety is compounded by the near-endless stream of decisions employees face—an estimated 35,000 each day. These choices drain cognitive resources, leading to decision fatigue and poor judgment. The average employee attends 25+ meetings a week, further contributing to cognitive overload.

While leaders can’t eliminate uncertainty, they can reduce the cognitive strain it creates. Simplifying decisions and minimizing unnecessary choices can help prevent burnout. Leaders should cut redundant meetings, designate “no-meeting days” for focused work, and empower teams to make decisions within their scope. Encouraging “focus hours” can further boost productivity and resilience, helping employees navigate uncertainty with greater clarity.

What small changes can you make to protect your team’s time and focus?

The Bottom Line: Leadership Is the Difference Between Chaos and Stability

Uncertainty will always be part of business. But how leaders respond determines whether teams emerge stronger or collapse under pressure. Employees don’t need false optimism or generic encouragement—they need leaders who provide clarity, validate emotions, and reduce cognitive overload.

Stability isn’t about avoiding The Struggle—it’s about leading teams through it with purpose, intentionality, and confidence.

Written by Dr. Dan Pelton.
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