Facing Uncertainty at Work: What It Looks Like—and What to Do About It

3 minute read

Written by Justin Deonarine, I/O Psychologist

Part 1 in a 4-part series on navigating uncertainty in the workplace. 

The past few years has encouraged us to build and refine our change management practices, which has been a welcome development. Despite these improvements, I commonly hear people describe the current state of the working world as “uncertain”.

Understandably, people struggle with uncertainty. Humans are hard wired to notice, and respond quickly to, threats in the environment. It’s part of our survival instinct. However, this system is designed for a quick reaction to an event such as running away from a bear, not for prolonged physiological arousal. This continuous, elevated anxiety is what we tend to experience in modern society. 

What does uncertainty in the workplace look like?

What are some symptoms of workplace anxiety? In other words, what should you be looking for in your teams and organization? Some common signs include: 

• Unwilling to make decisions, or potentially extreme risk-aversion 
• Making hasty, impulsive decisions 
• Fear about the future (i.e., job certainty or a negative outlook on the future of the organization) 
• Withdrawal from interacting with others 
• Less communication, or lower quality communication 
• Noticeable increases in frustration, anxiety, or fear 
• Apathy, disengagement, “checking out” or “quiet quitting” 
• Resistance to new initiatives or projects 
• High turnover rates, especially of key talent or top performers 
• Burnout or constant anxiety 

If you’re noticing more extreme or unusual behavior in your team, it’s worth asking: Could uncertainty be the root cause? 

How to lead through uncertainty

1. Start with self-awareness
   It’s hard to help others when you aren’t sure about your own strengths and development needs. Self-awareness is the foundation required to successfully support others during uncertain times. By knowing more about your own preferences around change and uncertainty, you’ll be better able to navigate the currents and help others stay afloat.
2. Model adaptability
   Acknowledge that uncertainty exists and is not just an “overreaction”. See uncertainty as an opportunity for new approaches and innovation. Be prepared to adapt by considering new strategies and new directions as information emerges. It’s ok not to have all of the answers, and remember that this opens the opportunity to brainstorm possibilities and make decisions collaboratively.
3. Communicate clearly and with transparency
   Provide regular updates to keep the team informed about the situation and decisions being made. Be honest and transparent by sharing both the good and the bad news. Listen to the concerns of your team, and value their input in decision-making processes. Remain visible and available to your team, to show that you’re as committed and engaged as they are.
4. Build psychological safety
   Lead with empathy by showing that you understand the stress and uncertainty that people are experiencing. Remember that people show their stress and anxiety in different ways, so keep an eye out for the signs that they might need support. Create an environment where team members are comfortable sharing their vulnerabilities, which will help you build authentic relationships with your team. Empower your team through collaborative efforts, harness the strengths that each individual contributes to the organization, and celebrate achievements to help encourage forward momentum.
5. Focus on what you can control
   Identify factors that you can influence and manage. Use these elements to build a strong foundational plan to move forward. Predict what the future may hold, and develop contingency plans for different scenarios. 

Ultimately, remember that employees need leaders who are human. By modeling emotionally intelligent behaviours during times of uncertainty, it will provide the example for others to follow. 

Up next: We will explore how to harness our flexibility preferences to better navigate uncertainty — coming in two weeks. 

Justin M. Deonarine is an Industrial/Organizational Psychologist with Psychometrics Canada. He specializes in the application of data-driven decision-making to areas such as selection, leadership and corporate culture. He has worked with organizations around the world, from local non-profits to multinational corporations. Justin enjoys sharing his experience and knowledge with others, having published articles about leadership, corporate culture, diversity, emotional intelligence, innovation and entrepreneurship for a variety of business and HR resources.