How To Lead Through Uncertainty

Peter is the CEO and co-founder of Seniors Helpers, a leading national non-medical in-home senior care franchise.

“This is the way we’ve always done things.” Anyone remember that antiquated saying? People typically don’t like change and often resist because the status quo is comfortable and safe. As humans, we are often reluctant to adjust because we may make a misstep. Several psychological studies examine resistance to change due to fear of the unknown or fear of failure in the workplace. But change in life and in business is inevitable, and as leaders, it’s our job to guide our team through those transformations, no matter how big or small.

I don’t look at change management as simply a strategy; I consider it a movement. Think of it in terms of music—a single violin does not create an orchestra; many instruments combine to create the perfect sound. We, as leaders, are the conductors, ensuring the musicians follow the same rhythm and beat, adjusting the tempo when necessary.

The challenge for business leaders is that, unlike conductors, we don’t have sheet music to guide us. There are times we have to make up the melody as we go. And that’s OK. It’s OK that we don’t have all the answers, but we must create the kind of trust that empowers a team to transform together. CEOs are really chief strategists. Part of organizational change is providing reassurance to your workforce during times of uncertainty. Here’s how:

Pivot, Punt, Adjust

My company provides in-home senior care and you can imagine some of the unprecedented challenges we faced during the pandemic while trying to deliver essential, high-quality home care to high-risk clients. Our business didn’t—and couldn’t—stop. Prior to the pandemic, we never had to worry about personal protective equipment. Our caregivers were educated on disease management but not disease prevention. We had to change how we delivered care during Covid-19 and we also had to figure out how to get our caregivers the materials and supplies they needed to provide care safely. In this scenario, how do you convey that it’s going to be OK? I believe my commitment to transparency helped us maneuver through the twists and turns of the pandemic.

We orchestrated a symphonic plan with buy-in from the team. My job was to be the calm in the storm—then listen, assess and respond. We had leadership and town hall meetings almost daily, strategizing on how to help franchise owners obtain government loans and stay in business.

We were able to find a PPE supplier; we reallocated $1 million from the marketing fund and shipped out Covid-19 testing kits with PPE supplies to all our franchise owners for their caregivers in the field at no cost to them. We also created some new opportunities. When a manufacturer needed staff to take the temperatures of factory workers, our caregivers stepped up and solved that problem for them.

Become A Change Agent

In business these days, it’s as if our heads have to be on a swivel because change is coming fast and furious. Take, for example, the trending popularity of artificial intelligence. The AI chatbot, ChatGPT, reached 100 million users in just the first two months after launching. Engagement like that doesn’t seem to exemplify fear of change, it actually seems like we’re embracing it, and that’s important because it’s a rapidly growing technology and certainly here to stay. Are some fearful jobs will be eliminated due to AI? Yes, but again, leaders are charged with managing this innovation as a tool, not a replacement. We must remember that, as people, we have a distinctly different asset—emotional intelligence—which cannot be replaced. It’s that humanity that we, as leaders, must remember when managing change for our team.

Create Or Enhance Change Management In Your Organization

There are three things you can do to more effectively introduce change:

1. Provide support.

You want people on the team who are flexible, not fearful. Keep people on board who are willing to adapt. Recognize that some on the team may have the heart but not the skill set to make transitions. Putting your people first means providing the training and support needed. Make this a learning process. Bring in consultants to help with the change process, give them a coach and set your team up for success, not failure.

2. Communicate, communicate, communicate.

Knowledge and information quells fear. Explain the implications of change to your organization, whether it’s a new position being created, a rebrand or a restructuring. Define the changes being made and clearly present a roll-out plan, ensuring that your workforce understands why the changes are being implemented and the benefits. Remember communication is sender and receiver. Invite feedback and listen to concerns.

3. Embrace challenges.

My philosophy in management is that I never give up on anyone until they give up on themselves. Change shakes things up, and that can be positive. As a leader, be cognizant of how your team is adapting. If necessary, try them in a different role. I believe in bringing in new people and gaining new perspectives. I want my team to understand the entire business. Putting them in a different role offers empathy and provides a greater understanding of their purpose on the team.

In change management, the spotlight shines on leadership. Everyone is looking to you for guidance and as the barometer to gauge how the process is working. You can be poised or panicked—both are contagious. Keep emotions out of the equation. When I’m emotional, I’m not an active listener, and it’s my role to listen. Change is not to be feared but embraced. It is transformative, positive and a necessary agent for growth.

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