A leader’s mettle is tested not when things are going well, but when the ground beneath their team begins to shift. In times of uncertainty—when teammates feel unstable, insecure, or even afraid—a leader’s ability to show empathy is not a soft skill; it’s an essential one. Empathy calms fear. Clarity inspires action.
To lead effectively through uncertainty, leaders must remain steady while heightening their awareness. That means increasing observation, listening more intently, asking better questions, and keeping an eye not just on their own industry but on broader market dynamics. The best leaders resist the temptation to retreat inward; instead, they lean outward—with curiosity.
Whether you’re leading a small team or sitting in the C-suite, embracing a learner’s mindset is non-negotiable—especially in times of disruption.
For many of us, the Global Financial Crisis (GFC) was our first major test. The markets crashed. Unemployment surged. The very concept of “underemployment” became part of our daily lexicon. Household names like Bear Stearns and Lehman Brothers vanished. Confidence was shaken to the core. And yet, what helped steady the ship were leaders who had prepared for the unthinkable—people like Jamie Dimon and Warren Buffett—leaders who didn’t just react, but responded from a foundation built long before the storm.
Then came COVID-19, a global pandemic that affected not just our financial systems, but our health and our sense of safety. This time, the fear wasn’t of a market crash, but of mortality itself. People didn’t just worry about their retirement—they worried about whether they’d see another holiday with loved ones.
Since then, we’ve seen crisis after crisis: recessionary pressures, global supply chain disruptions, inflation driving up the cost of everyday goods, and now economic tension from shifting tariffs. Each wave has added more complexity to the leadership equation.
These moments trigger real, raw human emotion—and effective leaders don’t ignore them. They acknowledge them. They listen. They empathize. And most importantly, they act. Not with blind optimism, but with grounded confidence. They communicate a vision that’s both viable and realistic.
I still remember Jamie Dimon’s reference to JPMorgan’s “fortress balance sheet” during the GFC—a symbol of preparation and calm. I think of Warren Buffett investing in GE, a deliberate move to signal faith in the future.
But leadership isn’t limited to boardrooms or trading floors. It happens every day—in small businesses, city governments, classrooms, hospitals, and homes.
In uncertain times, the best leaders become anchors.
They don’t pretend to have all the answers. Instead, they stay steady, remain curious, and lead with conviction. They inspire trust not by avoiding reality, but by facing it—and showing others how to move forward, together.
The question for every leader today is not if another crisis will come, but when. The better question is:
When it does, who will you be for your team?
Joseph DeRosa 