In uncertainty, we meet ourselves
It’s hard to ignore just how much is shifting around us right now. We’re feeling it, and our clients are too. Geopolitical conflict, economic turbulence, shifting markets... the ground keeps moving. What felt stable even a month ago now feels far less certain.
In this kind of environment, what matters is the capacity of leaders and teams to notice what’s happening in the moment, make sense of it together, and respond in real-time.
When the outside is uncertain, the inside matters more
In uncertain environments, many leaders feel a desperate pull to have the right answer. To bring control. To 'steady the ship' by gripping the wheel tighter. But here’s the paradox: the more complex things become, the less likely it is that any one person has the map. Complexity doesn’t yield to tighter processes; it requires drawing on the intelligence that already exists across the organization - across roles, levels, and perspectives.
Now more than ever, leaders need to shift:
From having the answer to creating the conditions where better answers can emerge.
From directing to enabling collective sense-making.
Even McKinsey, in their recent State of Organizations 2026 report, describes performance as increasingly 'human-system dependent'. They call for an 'inside-out' shift in leadership: 'The next frontier of leadership is about cultivating inner motivation… learning new ways of working and being.' In other words, it’s not just about what leaders do. It’s about how you are; leadership being and leadership doing are inseparable.
The real opportunity here is in the relational system that leaders help build: in how people work together, how difference is handled, and how power and voice move through the room. Relational outcomes - like trust or adaptability - can’t just be bolted on; they are built and woven into the quality of every interaction.
Why relational capability is now central
In this environment, value is created less through structures and processes alone, and more through how people work together. The outcomes organisations are striving for – trust, adaptability, better decision making – these aren’t structural achievements – they’re relational outcomes. This means the quality of interaction becomes a core leadership capability.
The hardest work
Ultimately, the most important resource you have as a leader in uncertain times is yourself. Your presence in a room resonates. Your ability to stay self-aware under pressure, to stay curious when challenged, and to remain open to others, impacts the relationships and the effectiveness of the whole team.
This kind of focus on self is often thought ‘soft’ or self-indulgent, a distraction from the ‘real work’ of leadership. In our experience, it’s the hardest work there is. It asks you to notice your own patterns under pressure and to step into the relational dynamics, rather than walking around them. There is no sustainable leadership capability without a strong intra-personal foundation.
Three foundational inquiries
Here are some questions to help you explore your own foundations:
What really matters to me, right now? In a world of change, your 'North Star' can’t be a 5-year plan; instead it’s your current sense of meaning. When you strip away the KPIs, what matters to you today? Is it driven by a desire to build, to protect, or perhaps to find more ease? Acknowledging your current truth is the source of your stamina.
What am I aware of in myself that helps or hinders how I relate to others? We all carry scripts about how we should behave. In uncertainty, these may not be helpful. For instance, if you believe your value lies solely in having the answer, you will feel a mounting sense of anxiety when you don’t. What is the 'script' you know so well you’ve forgotten it’s there? What would happen if you tried a different script?
What of myself do I want to bring more to the fore? Often, leaders edit out the very parts of themselves that would help build relationships. Like vulnerability, as a bridge to others; playfulness, allowing new ideas to breathe; or 'not knowing' - the radical leadership act of staying in the 'fertile void' of uncertainty without rushing to a premature solution.
Grounded in Presence
When a leader is grounded in their own foundation, you start being a presence that enables. You become a stable point of contact in a turbulent field. By knowing yourself, you are better able to support the system to really know itself - and that is where true adaptation begins.
If you are a leader and would like to have a conversation about your own grounded presence in times of uncertainty, either one-to-one through coaching or with other leaders in small group conversations, or if you are wondering how to support leaders in your organisation to lead in a more grounded way, please do get in touch here. I’d love to hear from you.