Another part of leading well in uncertainty is to celebrate your wins.
Celebration is a ritual. Rituals are good for us. They steady us. They mark what matters. They strengthen our sense of belonging.
Rituals also focus our attention. Celebrating slows us down long enough to notice what’s gone well. (If you’re someone who, like me, tends to tick the thing — even the very big thing — off your to-do list and move on, this reminder is especially for you!)
Continue reading “Celebrate Every Win”In this next installment of leading well in uncertainty, I’m delighted to showcase the work of Steve Botterill. In his new book The Architecture of Hope, he uses a parable of an airport waiting lounge (one of my favourite and most familiar settings) to explore how hope shows up and how it’s led.
Continue reading “Hopeful Leadership”When we visit a doctor, often the first step in diagnosing an issue is to get the imaging. Xray, ultrasound, CT scan, MRI — whatever they need to get reliable visibility on what is going on. Makes sense.
Our leadership is no different. Today’s tip to lead well in uncertainty is to “get the imaging.” You need reliable visibility of what is actually happening inside your organization.
Continue reading “Get the Imaging”In this second installment on leading well in uncertainty, I’m inviting you to consider your corporate culture. It might seem like a bit of a leap, but how it feels to work in your organization can powerfully strengthen people’s adaptability, or undermine it. Adaptability is what you most need to encourage in your people during turbulent times.
Continue reading “Set the Tone”Today I am starting a series on leadership behaviours that help in contexts of uncertainty and accelerated change — and ones that don’t.
Deloitte’s 2026 Global Human Capital Trends report indicates that one third of workers experienced at least 15 major changes in the past year. These include changes in the work, in the skills required to do the work, in the tools used to do the work, and in customer expectations of the work. That’ll make your head spin! The report goes on to describe that the effects on workers have been largely negative, with 68% experiencing decreased wellbeing and 58% feeling less relevant or left behind. And leaders themselves aren’t immune to this pace of change — they are experiencing it even as they must lead through it.
Continue reading “Driving Fast in Fog”