Leading Through Change: Create Certainty Where You Can

I was coaching a leader last year and he described his team's journey over the last twelve months. Two of his four team members had left, with only one being replaced. He’s not sure yet if the vacant position will be filled. His Director had been away on unexpected leave for two months - might be back soon, ‘not sure when’. ‘An interim CEO is in place, and we are not sure who is replacing her’. His language was along the lines of ‘watch this space, wait and see’.

How was his team? Disengaging and not performing to the level he wanted.

During change, people are responding not only to strategy, structure, and timelines. They are also responding to what feels safe, unclear or uncertain, which is why leaders need to pay close attention to what may be happening beneath the surface.

Our brain is like a prediction machine. It looks for patterns, clarity and reliable information so it can make sense of what is happening and what may happen next. Dr David Rock describes certainty as “being able to predict the future”, and when we cannot see the path ahead, uncertainty can quickly become distracting and exhausting.

Uncertainty can make everything feel harder.

Uncertainty can reduce focus, cloud judgement and make everyday decisions feel more demanding than they need to be. As a leader, you may not be able to create certainty about every outcome. You may not yet know the final structure, have all the answers, or be able to provide the level of detail your team would like.

That’s okay.

What does this mean for you as a leader?

Research indicates that a lack of formal communication and high uncertainty are key drivers of rumour; rumours can undermine change readiness and derail change if not addressed. That is when rumours grow, assumptions take hold and resistance builds.

In practice, this means that in the first 90 days after a major change announcement, if the communication vacuum isn’t filled, it will be filled with rumours, resistance and attrition.

What you can do is create certainty about the process. You can be clear about what is known, what is not yet known, when decisions are likely to be made, and how people will be kept informed. This matters because, in the absence of clear communication, people will often fill the gaps themselves.

Confident leadership during change does not mean pretending to know everything. It means being steady, honest and clear about what you do know, while continuing to communicate with calm, consistency and respect.

This week, ask yourself:

What can I make clearer for my team?

That one question may help reduce uncertainty, build trust and give people more confidence to move through change.

If you’re ready to become Feedback Fit, Book a 30-minute complimentary discussion with Sue and discover how to create a feedback-rich culture that keeps your best people growing and thriving.