Uncertainty, change, new technologies and evolving expectations are now a natural part of how organisations operate. A manager’s role is therefore not to create the impression that they have all the answers, but to help people navigate situations where not all the answers are known yet. The Leadership in Times of Uncertainty training develops the practical management skills needed to lead teams through periods of change, transformation and increased uncertainty.
- Strengthen the ability to lead a team even when not all the answers are known.
- Distinguish between a technical problem and an adaptive challenge.
- Recognise individual and team responses to uncertainty and change.
- Respond to employees’ concerns and emotions in a constructive way.
- Build and maintain psychological safety and trust within the team.
- Create space for employee involvement and shared responsibility.
- Apply the principles in everyday management through specific practical micro-actions.
Uncertainty as Part of Today’s Leadership
- How the role of a manager is changing in an environment of constant change
- Responses to uncertainty
The Manager’s Emotional Competence
- What happens to people when they experience uncertainty and a sense of threat
- Emotions vs. rational thinking
- The practical “Notice – Name – Check – Respond” model
- Practical exercises in responding to challenging situations
Psychological Safety and Trust
- What psychological safety is and why it matters for team performance
- What leaders can do to build psychological safety
- Behaviours that build psychological safety and behaviours that undermine it
- Restoring psychological safety
The Manager as a Sense-Maker
- Change vs. uncertainty
- FOBO – the fear of becoming obsolete
- The manager’s role in communicating change
- How to communicate change even when not all the answers are known yet
Adaptive Leadership
- Technical problems vs. adaptive challenges
- The manager as a facilitator of solution-finding
- How to create an environment that supports experimentation, learning and shared team responsibility