Leading Through Uncertainty
How to Support Your Teams During Challenging Times by Olivia Stanley, Endunamo Consulting
When outside forces threaten your organization’s stability—whether through funding cuts, shifting priorities, or increased demands for programming—strong leadership is critical. We can’t always control outside circumstances, but we can control how we respond to them. Here are five practical tips you can use to guide you as you lead your team through change.
Transparency Builds Trust
Uncertainty breeds speculation and anxiety, which can erode team morale and engagement. Leaders should communicate what they do know, acknowledge what they don't know, and address these topics regularly through staff meetings, one-on-ones, and other forums.
When team members understand the breadth of their situation, they can make informed decisions about their work and careers. They experience a calmness that comes from knowing the true state of their job, funding, and mission, even when that reality is challenged. Transparency doesn't mean having all the answers; it means being honest about the questions you're working to resolve. Regular communication prevents the information vacuum that allows anxiety and rumors to run wild.
Practice: Instead of saying "We're exploring options," try "Our main funder hasn't confirmed next year's grant yet. We should know by March 15th. In the meantime, we're applying for two backup grants and looking at which programs we could scale back if needed. I'll update you weekly as we learn more."
Agency Reduces Anxiety
Employees handle uncertainty better when they feel they have some control over their circumstances. Instead of just announcing changes or challenges, involve teams in developing responses as much as feasible. This might mean asking for input on budget cuts, creating problem-solving sessions where staff help identify solutions, or giving teams authority to implement their own operational improvements.
The goal is to shift teams from passive recipients of change to active participants in their response. When employees are empowered to take action rather than just waiting to see what happens to them, they feel less helpless and more resilient in facing whatever may come.
Practice: Instead of announcing "We have to cut our budget by 20%," try "We need to reduce our budget by 20%. What do you think are our highest-impact activities? Which programs could we modify rather than eliminate? I'd like your input on how we should approach this."
Connection Prevents Isolation
During stressful periods, teams often become insular and withdrawn, focusing inward on their immediate concerns. Leaders must actively work against this by maintaining and strengthening relationships both within the organization and with community partners. Strong networks provide emotional support, practical resources, and meaningful connections.
Ensure team members remain connected to each other and to the organization's mission, even when specific projects or initiatives face uncertainty. Individuals who are isolated become demoralized faster than those who feel part of a supportive community. Consider team-building events, shared moments, and other opportunities to strengthen bonds.
Practice: Instead of letting teams worry alone, try "I know this is a stressful time. Let's schedule monthly coffee chats between departments so we can support each other. I'm also connecting with three other nonprofits facing similar challenges - maybe we can share resources."
Adaptability is Strength
Organizations that see change as an unwelcome disruption struggle more than those that view it as a normal part of operations. Leaders should foster and cultivate a culture that values and celebrates flexibility and creative problem-solving as core competencies. This means recognizing and rewarding team members who find innovative solutions to new challenges.
When adaptability becomes part of the organization’s identity, teams respond to uncertainty with curiosity and resourcefulness rather than fear and resistance. They begin to see challenges as opportunities to demonstrate their capabilities rather than threats to their security.
Practice: Instead of saying "Unfortunately, we have to change our approach," try, "The team that figured out how to serve twice as many clients with our reduced budget showed incredible creativity. Let's celebrate that kind of innovative thinking and share what they learned with other departments."
Positive Culture Redirects Energy
Don't let teams get stuck in worry cycles that drain their energy and creativity—worry is contagious and can affect the whole organization. Actively cultivate a work environment that channels concern into productive action. This means acknowledging legitimate concerns but then redirecting the conversation toward what can be accomplished. Create initiatives and projects that give people meaningful work to focus on rather than allowing endless speculation about worst-case scenarios.
When people are engaged, they have less mental space for spiraling anxiety. A positive culture doesn't ignore problems; it transforms nervous energy into momentum for solutions. Keep the focus on the mission—external pressures don't change your core purpose. The work still matters, the community still needs you, and your core purpose remains solid ground to stand on.
Practice: Instead of letting worry cycles continue, try "I hear everyone's concern about the program cuts. Let's put that energy into documenting our success stories this month - those testimonials could be exactly what we need for our next grant application."
These principles address fundamental human needs during stressful periods: the need for information, the need for agency, the need for connection, the need for adaptability, and the need for positive focus. They create conditions that enable teams to continue performing at a high level, regardless of uncertainty. Teams that learn to work well under pressure and adapt to changing circumstances emerge from difficult periods stronger and more capable than when they entered them.
The mark of exceptional leadership is building teams that can handle whatever comes while maintaining their effectiveness and their humanity.
