Uncertainty Is the Job
Leadership advice often sounds like a how-to manual: Set a vision. Communicate clearly. Build trust. Make fast decisions.
But there’s one crucial leadership skill that rarely gets taught, and it might be one of the most important skills in today’s fast-moving world.
It’s the ability to lead through uncertainty.
Not spin it. Not solve it immediately. But actually hold space for it.
This is the invisible work of leadership. The part no one ever claps for. The quiet moments where you don’t have the answers yet and still have to show up, make calls, and keep the team steady.
In times of change, growth, or crisis, this is what separates reactive leadership from resilient leadership.
What Does It Mean to Hold Uncertainty?
To “hold” uncertainty means to acknowledge what’s unknown without rushing to resolve it. It means staying present in the gray areas long enough to make thoughtful and informed moves instead of fast ones driven by anxiety.
Most of us were trained to fear uncertainty. We see it as a gap to close or a weakness to fix. But from a risk management lens, uncertainty is neutral. It’s just reality, an unavoidable part of complex decision-making.
Leaders who build tolerance for ambiguity tend to make better long-term decisions. They stay open longer. They listen more closely. And they avoid the trap of false certainty.
And in a world where change is constant, that might be the most critical leadership trait of all.
Why It’s So Hard
Leading through uncertainty is uncomfortable for a few simple reasons:
- You feel pressure to perform. People want answers. You’re supposed to know.
- Ambiguity triggers anxiety. The brain prefers clarity, even if it’s false.
- It’s invisible labor. Holding space for the unknown doesn’t look like action, even when it’s the smartest move.
But just like any skill, it gets easier with practice.
Ways to Lead Through Uncertainty Without Burning Out
You don’t need to meditate on a mountaintop or wait until you feel ready. Here are some simple ways I try to practice this skill:
Name the Uncertainty
Say it plainly: “We’re in a messy moment.” or “I don’t know yet, but here’s what I’m watching.”
Normalizing uncertainty calms the nervous system, for you and everyone else. It also builds trust.
Shrink the Horizon
If the long view is too fuzzy, zoom in. What can you learn, test, or decide this week?
Shorter timeframes reduce overwhelm and allow for clearer signals.
Scenario Plan Instead of Predict
You don’t need to guess the future. You just need to be ready for a few plausible ones: “If X happens, we’ll do Y. If not, we’ll reassess.”
This is how risk professionals manage complexity, through structured optionality.
Pause Before You Decide
Urgency often masquerades as clarity. Don’t fall for it. Ask yourself:
“Am I making this choice to move forward or just to escape the discomfort?”
“What’s the actual risk of waiting a little longer?”
Find a Thinking Partner
You don’t have to hold it alone. Talk with someone who doesn’t expect you to have the answers yet.
Sometimes just saying the uncertainty out loud reduces its grip.
What This Looks Like in Real Life
- A founder delays a big pivot until customer interviews reveal the root problem, not just the loudest symptom.
- A manager tells her team, “We don’t know the full plan yet, but here’s what’s true right now.”
- A product leader outlines three potential paths instead of pretending there’s one clear best option.
This isn’t indecision. It’s leadership grounded in reality, not performative certainty.
The Bottom Line
If you lead anything, whether it’s a team, a project, or an entire organization, you’ll face moments when you don’t have the answer. That’s okay. The leaders who earn lasting trust aren’t the ones who rush to respond. They’re the ones who can stay steady in the fog.
Because uncertainty isn’t going away.
Leading through uncertainty is what makes you a great leader.
