Talk. Now.
How leaders can communicate in an uncertain world
Time to read: 5 minutes
A shifting world order. Tariffs back on the table. Markets oscillating between optimism and anxiety. AI dismantling and rebuilding industries in real-time.
The only certainty is that things are uncertain—and your employees are watching all of it unfold, wondering what it means for their jobs, their future, and their sense of stability.
In moments like this, leadership isn’t just about making the right decisions, it’s about making sure people understand them. Employees expect clarity. And in the absence of it, they’ll create their own narratives, often shaped by fear and speculation.
The 2025 Edelman Trust Barometer highlights a striking paradox: Employees and customers alike are looking to companies over governments for stability, leadership, and reassurance—but in an era of rapid change, trust can be lost as quickly as it is gained.
This is the challenge of modern leadership: balancing reassurance with realism, and decisiveness with adaptability. Clear, confident communication isn’t just a skill, it’s a strategic advantage. Here’s how leaders can meet this moment and move their people forward.
1. Communicate with transparency—even when there’s no news
Uncertainty fuels speculation. If you’re not telling your employees what’s happening, they’ll fill in the blanks themselves. Employees want clarity on how external factors might impact their roles, the company strategy, and the future. Regular, proactive updates—even when there’s nothing new to report will help reduce uncertainty and build trust.
Warby Parker understood this well. When COVID-19 forced them to close all 120 stores overnight, they didn’t go silent. Instead, they communicated clearly and empathetically, ensuring employees weren’t left in the dark. They also reinforced their values by adapting their "Buy a Pair, Give a Pair" program to support the distribution of PPE, giving employees a sense of purpose during a difficult time.¹
What to do:
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Listen first. Understand what’s keeping your employees up at night and address it head-on.
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Talk even when there’s nothing new to share. “No update” is still an update—it shows employees you’re present, engaged, and thinking ahead.
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Be real. Cut the corporate jargon. People crave real conversations, not rehearsed statements. Stakeholders should agree on messaging and disperse information in a clear, authentic way.
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Tell the bigger story. Context is king—share insights from industry peers, economic reports, and global trends to help employees see the bigger picture.
According to Edelman, organizations that "take in feedback and decide how to move forward based on a thoughtful and consistent set of values" are better positioned to
weather volatility.
2. Decisive beats perfect
In today’s climate, where economic uncertainty, organizational transformation, and political divisions shape the conversation, employees don’t just want information; they want clarity, consistency, and accountability. They need to understand where they fit in the evolving vision. With constant change, authentic leadership and contextual storytelling are essential to guide behavior and drive performance. Hesitation erodes trust but so does top-down decision-making without clear communication. Leaders who move with confidence while providing transparency will keep teams aligned and engaged.
In 2024, Nike faced leadership turmoil amid declining sales and a 30% stock drop. With CEO John Donahoe’s departure, Elliott Hill returned to steady the company. Rather than waiting for a perfect plan, Hill acted decisively—reinforcing Nike’s core values and openly communicating plans for succession and talent development. His clear, swift leadership helped restore confidence and realign the company’s culture during a critical moment.²
What to do:
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Move fast, communicate faster. In today’s digital-first world, silence creates a vacuum that speculation and misinformation will fill. Be proactive in shaping the narrative.
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Own the outcome. Not every decision will be popular or perfect. Employees respect leaders who acknowledge missteps, adjust when needed, and explain the rationale behind difficult calls.
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Pair confidence with clarity. Decisiveness isn’t just about speed—it’s about ensuring people understand why a decision was made and how it aligns with long-term priorities.
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Equip senior leaders with a common narrative. Employees look to leadership for clarity and direction—when messages conflict, confidence erodes. A unified narrative builds trust, strengthens credibility, and ensures consistency at every level. Equip managers with the right tools to reinforce and cascade leadership’s message effectively.
In an era where leadership decisions are scrutinized more than ever—both internally and externally—employees don’t just need direction. They need to trust in the decision-making process. The leaders who thrive won’t just make bold calls; they’ll make them in a way that strengthens alignment, confidence, and a shared sense of purpose.
3. Lead with resilience and empathy
Uncertainty isn’t just tough on business, it’s tough on people. Job security, financial stress, and an overwhelming news cycle weigh heavily on employees. They’re not just navigating organizational change; they’re navigating life change. Leaders who acknowledge these realities—and respond with empathy—provide the psychological safety that helps teams stay focused and engaged.
Hospitality giant Four Seasons demonstrates resilience and empathy as a part of its cultural DNA. The company prioritizes emotional intelligence (EI) across its leadership and service culture, supporting an environment where employees feel supported during challenging times. By embedding EI in recruitment, leadership development, and daily operations, Four Seasons creates a culture that values empathy, communication, and resilience. This helps employees feel connected to the company’s mission and better equipped to navigate change.³
What to do:
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Recognize the human impact. Employees aren’t just worried about company performance—they’re thinking about their mortgages, healthcare, and families. Acknowledge that.
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Celebrate small wins. Momentum matters. Highlight progress, not just problems to keep people moving forward.
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Model resilience. Employees take their cues from leadership. If leaders communicate with clarity and steadiness, teams are more likely to stay confident and aligned.
In times of uncertainty, how a leader shows up matters as much as their message. A steady, thoughtful approach helps teams navigate change with purpose and confidence.
4. Reinforce purpose—because people need a reason to believe
When the world feels chaotic, employees need something solid to hold onto. That’s where purpose comes in. People don’t just want to know what they’re doing—they want to know why it matters.
Yvon Chouinard built Patagonia on this principle, consistently prioritizing the company’s environmental mission over short-term profit. Even during market downturns, employees found reassurance in knowing their work contributed to a cause they deeply believed in. This sense of purpose kept them motivated and aligned with the company’s values, even in challenging times.⁴
What to do:
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Tie your strategy to a clear, compelling purpose. Employees should see how their work contributes to something bigger than financial results—one that aligns with the organization’s purpose and drives meaningful impact.
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Use values as your guide. When external forces shake things up, organizational values keep people anchored to the course.
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Tell a compelling story that makes it real. Facts inform, but stories inspire. Create an emotional connection that helps people see, feel, and believe in the bigger vision,
The best leaders don’t just communicate goals, they connect people to something meaningful.
5. Balance stability with progress
Yes, the landscape is shifting. Yes, uncertainty is real. But the work doesn’t stop. The challenge for leaders? Balancing reassurance with progress.
Salesforce provided a masterclass in this during its 2019 acquisition of Tableau. To maintain stability while driving progress, CEO Marc Benioff and Tableau CEO Adam Selipsky held joint town hall meetings, ensuring employees felt informed and engaged throughout the integration process. They emphasized transparency, communicated both challenges and opportunities, and reinforced core values to align and motivate teams. By keeping employees actively involved rather than sidelined, Salesforce turned a period of uncertainty into an opportunity for growth and alignment.⁵
What to do:
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Clarify priorities. What’s the same? What’s changing? Employees need to know where to focus their energy.
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Helping employees see change as an opportunity. Instead of framing change as a survival move, leaders can work with their teams to highlight the personal growth it unlocks—new skills, fresh challenges, and a chance to shape the future of both the business and their careers.
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Give employees a role in change. People resist change when they feel powerless. Make them active participants, not passive recipients. Give employees a voice in the change, making them active participants rather than passive recipients.
In times of change, people seek solid ground—clear priorities, a defined path forward, and a sense of ownership. Leaders who balance stability with progress don’t just navigate change; they empower their teams to embrace and shape it.
The bottom line: communication is leadership
Today, leadership isn’t about having all the answers—it’s about creating clarity, instilling confidence, and keeping people focused on what matters most.
The best leaders don’t just share information; they set the tone, shape the narrative, and rally people around a common purpose.
The ones who thrive won’t just react to change, they’ll drive it. They won’t just steady their teams—they’ll empower them to act.
Because in a world where uncertainty is constant, purposeful communication is what sets true leaders apart.
Words by Allison Bothley and Pamela Kirk
1 Pandemic Pivot: How Warby Parker Stayed Focused - Knowledge at Wharton
2 Elliott Hill Loved Nike and Left It. Now He’s Back as CEO
3 Corporate Culture Resolutions: Five Ways to Prioritise Emotional Intelligence in 2020
4 Excerpt from “The Responsible Company” by Yvon Chouinard
5 Salesforce - Salesforce Signs Definitive Agreement to Acquire Tableau