At Coqual, we’ve recently worked with companies on communicating when we don’t have all the answers and teams are feeling unsettled. We’ve done leadership workshops, retreats and strategic planning, and coaching small groups. And right now, leading a team feels a lot like being a lighthouse in the middle of a storm. The waves are crashing, the wind is howling, and visibility is low. Your team is looking to you to help them navigate through the chaos, but the truth is, you don’t have a map for this either.

The pressure to have all the answers can feel overwhelming. But here’s the thing: You don’t need to be perfect. A lighthouse doesn’t calm the storm or provide a detailed route—it simply offers a steady light to guide the way. Right now, that’s your job: to bring clarity, consistency, and a sense of safety, even when things are messy.

You don’t have to figure this out alone. Evidence-based leadership practices can help you communicate clearly, create stability, and inspire trust—even in the most uncertain times.

1. Say What You Mean—With Honesty and Care

When people are anxious, they fill in the gaps with worst-case scenarios. This is why candor is crucial—but here’s the trick: candor isn’t the same as bluntness. It’s about being transparent and direct while also being thoughtful and respectful.

What This Looks Like:

• Be Clear and Specific: Skip the vague corporate speak. Instead of, “We’re monitoring the situation,” try, “We don’t know if budget cuts will affect our team yet, but I promise to keep you updated as soon as we learn more.”
• Acknowledge the Uncertainty: If you don’t have all the answers, say so. It builds credibility. People can handle uncertainty better when they trust you’re being truthful.
• Explain the Why Behind Decisions: People are more likely to accept difficult news if they understand the reasoning behind it. According to Compassionate Leadership: How to Do Hard Things in a Human Way, explaining the “why” behind your decisions helps people feel respected and valued (Hougaard & Carter, 2022).

Example in Action:
During a town hall meeting, the CEO of a financial services firm addressed the potential for layoffs head-on. He said, “I know you’re hearing rumors about budget cuts. Here’s what we know so far, and here’s what we don’t. I can’t promise there won’t be changes, but I can promise transparency and support along the way.” This direct and transparent approach calmed anxieties and built trust, even without giving all the answers.

Why It Matters:
Candor, paired with care, creates psychological safety. According to Amy Edmondson at Harvard, psychological safety is crucial for team performance because it allows people to ask questions, share ideas, and take risks without fear of embarrassment (Edmondson, 1999).

Bottom line:
People can handle tough news. What they can’t handle is feeling like they’re being kept in the dark.

2. Create a Thinking Environment That Encourages Candor

Right now, people are distracted and overwhelmed. They’re worried about the future, and that anxiety clouds their thinking. If you want your team to collaborate effectively, you need to create an environment where people feel safe to think clearly and share ideas freely.

How to Do It:

• Establish Psychological Safety: Research by Amy Edmondson shows that teams perform better when they feel safe to speak up without fear of ridicule or punishment (Edmondson, 1999). Create this by acknowledging your own vulnerability and rewarding honest feedback.
• Ask Open-Ended Questions: Encourage critical thinking by asking questions that invite different perspectives, such as, “What are we not considering here?” or “What would you do if you were in my shoes?”
• Listen Without Interrupting: Nancy Kline’s research on Thinking Environments shows that people think more clearly and creatively when they know they won’t be interrupted (Kline, 1999). So, stop interrupting. Yes, even when you’re just “adding a thought.”

Example in Action:
A manager at a tech company noticed that her team was hesitant to speak up in meetings. She implemented a rule: no interruptions during brainstorming sessions. She also started each meeting with the question, “What’s one risk or concern we haven’t discussed yet?” This led to more candid conversations and better decision-making.

Why It Matters:
According to a 2019 study published in the Harvard Business Review, teams that feel psychologically safe are more innovative and perform better because they’re willing to take risks and share new ideas without fear of judgment (Edmondson, 2019).

Bottom line:
People think better when they feel safe to speak and know they won’t be interrupted.

3. Navigate Sensitive Conversations with Curiosity, Not Judgment

We’re living in polarized times, and people are bringing their fears, anxieties, and strong opinions to work. As a leader, you can’t avoid these tensions, but you can navigate them more effectively by leading with curiosity rather than assuming the worst.

How to Do It:

• Lead with Questions, Not Statements: Instead of saying, “I think we can all agree that…,” try, “I’m curious to hear your perspective on…” This invites dialogue instead of defensiveness.
• Use “Listen and Echo” Techniques: Confirm understanding before responding. This reduces defensiveness and makes people feel heard.
• Encourage Constructive Disagreement: In An Everyone Culture, Kegan and Lahey argue that organizations thrive when they foster productive conflict rather than avoiding it (Kegan & Lahey, 2016). Make it clear that it’s okay to disagree, as long as it’s done respectfully.

Example in Action:
A team at a healthcare company was struggling with polarized views on a sensitive issue. The leader started using curiosity-based questions like, “What experiences have shaped your perspective on this?” and required team members to “echo” the previous speaker’s main point before sharing their own. This approach led to more productive discussions and a deeper understanding of different viewpoints.

Why It Matters:
According to Kegan and Lahey, fostering productive conflict and encouraging curiosity leads to more innovative solutions and stronger team dynamics (Kegan & Lahey, 2016).

Bottom line:
Curiosity disarms defensiveness. Lead with questions, not conclusions.

4. Be Consistent, Even When Everything Else Isn’t

Consistency is one of the most powerful tools you have as a leader, especially in times of uncertainty. When everything else feels unpredictable, being consistent in how you communicate, check in, and follow up can create a sense of stability.

How to Do It:

• Maintain a Regular Cadence: Whether it’s weekly updates, monthly town halls, or quarterly check-ins, create a predictable rhythm. People feel more secure when they know when to expect updates.
• Follow Through on Promises: If you say you’ll provide an update next week, do it—even if the update is “We’re still working on it.” This builds credibility and trust.
• Be Predictable in Your Reactions: If you react calmly and steadily, your team will feel safer bringing up concerns or challenges.

Example in Action:
A company known for its steady Friday email updates continued the practice even during a major crisis. Some weeks, the update was simply, “We’re still working on solutions, and I’ll share more next week.” This predictability helped calm anxieties and maintained trust through the storm.

Why It Matters:
Consistency signals reliability. Research in behavioral psychology shows that predictability reduces anxiety and helps people focus better, even when the news isn’t great (Gottman, 2015).

Bottom line:
When the world feels chaotic, consistency feels like safety.

Final Thought: Show Up, Even When It’s Messy

Leading through uncertainty isn’t about having all the answers. It’s about showing up consistently, communicating clearly, and making space for people to think, speak, and contribute—even when things are messy.

End Notes:

• Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly.
• Kline, N. (1999). Time to Think: Listening to Ignite the Human Mind.
• Kegan, R., & Lahey, L. (2016). An Everyone Culture: Becoming a Deliberately Developmental Organization.
• Hougaard, R., & Carter, J. (2022). Compassionate Leadership: How to Do Hard Things in a Human Way.
• Gottman, J. (2015). The Science of Trust.