There are many variables that affect business sustainability, employee retention, and client management. From economic pressures and political shifts to natural disasters and health risks, even the most prepared organizations can be vulnerable to uncertainty.
Still, there are steps leaders and employees can take to remain grounded and effective – even when the future feels unclear. One of the most important, according to Jeff Harris, CEO of Jeff Harris & Associates, is remembering your mission.
“I remember recruiting for a client during 9/11, and in the day immediately following, it seemed almost disrespectful to call people and recruit them,” he says. “A client called me and said, ‘It was a tragic, terrible thing, but we still need a regional director of operations. We need your help.’ That shook me out of my malaise – being so frozen by the event surrounding me – that I had to remind myself of what it was that I was doing and why it was important.”
“If you look at 9/11, you look at COVID, you look at the Great Recession, where credit markets froze overnight, all of those had huge impacts on the senior living industry. And yet it didn’t change the fact that the mission of taking care of seniors was still first and foremost what had to be done.”
With that in mind, here are several principles to embrace when uncertainty strikes.
Maintain Focus
Harris says the true trick to maintaining course at any time is not allowing distractions to pull you away from the actions you’ve already committed to – in this case, ensuring residents continue to receive the care and consistency they require.
“What happens when you’re trying to pursue a course in uncertain environments is that oftentimes a shift in an underlying environmental factor can distract you from the day-to-day activity you’re committed to doing.”
Don’t Catastrophize
Blowing challenges out of proportion may feel like a way to prepare for the worst, but it often drains energy and focus from what matters most.
“When you find yourself catastrophizing about what could happen because of this change or that change, it distracts you and takes you away from your core work,” says Harris.
Rather than letting “what ifs” take over, focus on taking things one day at a time – while remaining open to adjusting course if circumstances truly require it.
Reconsider Course When Necessary
“When there is a shift or change in underlying assumptions, you have to be nimble enough to reconsider your course if the change is substantial enough to affect the outcome of your actions,” Harris says.
He adds that leaders and employees must adopt a strategic mindset to determine whether changes in the environment genuinely require a shift in strategy – or whether they are simply distractions that pull focus away from commitments already made.
Reassure Your Team
Keeping employees calm and focused under pressure is a hallmark of strong leadership, though it isn’t always easy.
“Teams get reassured by information and data,” Harris says, in a vacuum, people make up their own information”. He advocates isolating and interpreting data within the context of the organization, without unnecessary external noise or speculation
“People make up their own facts and their own truth when you’re not supporting your team with data. In a vacuum, people can tend to catastrophize – imagining that the sky is falling when, in truth, it isn’t. The more data you can produce that supports the relevance and efficacy of the activities you’ve committed to, the more likely they are to stay on track.”
Don’t Soften Your Standards
Harris cautions leaders against lowering standards of accountability during difficult or uncertain periods.
“When you’re serving residents whose lives are impacted every day by the decisions we make and by what we do, it doesn’t change because there’s uncertainty. We need to remember that those commitments are still worthy and worthwhile, regardless of how environments may change.”
Lead by Example
“When people are uncertain and afraid, they’re looking for leaders who can say, ‘We’re going to thrive through this uncertainty,’” Harris says. “They want a leader who’s going to have confidence that there is a way forward – and that if they follow that leader, they’ll be guided toward success and through challenges.”
Especially during crises or periods of instability, leaders must demonstrate calm, consistency, and resolve in pursuing objectives.
Harris adds that a good leader should always be able to answer the question, “where are we going?” If the answer isn’t clear, it’s essential for leaders to find clarity themselves – and then articulate that direction clearly for their teams.
In periods of uncertainty, leaders who remain anchored to their mission – and act accordingly – are best positioned to provide stability for both their teams and those they serve.