In 2020, many of us were thrown into remote work practically overnight. Between Zoom calls, some tried their hand at sourdough baking, and conversations revolved more around epidemiological curves than performance indicators. We even had a name for the collective anxiety: COVID.

In 2025, the anxiety is still here. It now goes by names like trade war, inflation, Artificial Intelligence... or sometimes, simply, Donald Trump. The elephant in the room is still there — it just has a different name. The feeling hasn't changed; something is brewing, but no one quite knows what or when.

We often hear the word turbulence. It lingers around coffee machine chats, sneaks into meeting rooms, anchors itself in people's minds. It's a word that means everything and nothing at once, but it leaves behind a mark: a low-grade tension, a latent instability, a climate where every new announcement feels like another gust in an already raging storm.

Turbulence isn’t exactly a fan of long-term planning. So how do you stay on course when the organizational weather changes every two weeks? How do we face this rising tide of anxiety?

Leadership in Uncertainty: Becoming an Anchor

A leader can’t stop the storm, but they can deploy strategies to prevent their team from drowning.

✅ It’s about being present, clear, and grounded. Teams need a lucid read of the situation, honest communication, a safe space where concerns can be voiced without fear — and above all, leaders they can trust.

❌ It’s not about hiding reality behind hollow speeches or throwing around empty promises. People need real information, genuine support, and enough clarity to build their Plan B if needed.

4 Ways to Soften the Blows

1. Explain — even when you don’t have all the answers

Silence creates a vacuum, and vacuums get filled with anxious speculation. Saying "I don’t know yet, but here’s what we do know" is often far more powerful than vague, sugar-coated reassurances. Sharing partial information still builds a foundation of trust.

2. Listen beyond the noise

A cynical joke in a meeting, an employee who starts withdrawing, too many jokes masking tension. These small signs can open the door to bigger conversations. Spot them early, address them, and you’ll prevent resentment and inaction from taking root.

3. Bring movement to uncertainty

Anxiety paralyzes. It roots people in fear. A leader's role is to create momentum — to propose actions, even small ones. A team that moves, experiments, tries, and invents, quickly regains a sense of control and resilience.

4. Reaffirm the guiding star

When the horizon gets blurry and old landmarks fade, it’s critical to anchor teams back to fundamental values and the core mission.

Choosing How You’ll Tell the Story After the Storm

Let’s be honest: there won’t be a “return to normal". Turbulence isn’t going to conveniently disappear over the summer. But that doesn’t mean we’re doomed to drift aimlessly, clinging to our oars like lifebuoys.

Even if leaders aren't superheroes or fortune tellers, their attitude is under the microscope. It shapes how teams perceive the crisis — and the story that will be told afterward. Leaders who wobble only amplify uncertainty. Those who acknowledge their own vulnerability, paradoxically, strengthen their team's resilience and become pillars of stability.

Maybe, years from now, when we look back at this hazy, exhausting time, we’ll say: "We didn’t have all the answers, but we stayed human. Together, we made it through."

And you — in your organization — how are you approaching uncertainty? What story will your teams tell about this period? What will the narrative be?