In Turbulent Times, Great Leaders Ask These Key Questions—Are You?

What Are the Questions to Guide Your Leadership in Uncertain Times?

In a world marked by unprecedented volatility, complexity, and ambiguity, leadership is challenged like never before. Whether steering an organization through economic uncertainty, managing the fallout of a global health crisis, or navigating socio-political tensions, today’s leaders are expected to adapt quickly and effectively. Leadership in uncertain times is not just about setting a course but about questioning that course, understanding its impact, and being prepared to shift when necessary. To effectively guide others through turbulent conditions, leaders can focus on several pivotal questions that ground decision-making and clarify vision. These questions are designed to foster resilience, ethical decision-making, and adaptability, allowing leaders to remain agile and thoughtful as they navigate the unknown.

1. What is Our Core Purpose?

Uncertainty can obscure the immediate path forward, but a clear sense of purpose serves as a reliable anchor. In difficult times, organizations need to ask, "What is our core purpose?" This question helps reaffirm the organization's mission and values, offering a North Star that guides decision-making when external factors are unpredictable. Research by Collins and Porras (1994) in Built to Last underscores that enduring companies are built on a strong sense of purpose, which acts as a stabilizing force amid change. Leaders can encourage their teams to revisit and recommit to the organization’s purpose, reinforcing collective alignment and motivation.

In a 2020 study, De Smet, McGurk, and Vinson observed that organizations with a clear mission and purpose were more successful in navigating the disruptions of the COVID-19 pandemic. These organizations leveraged their purpose as a moral compass, enabling them to make decisions that were consistent with their values while responding to immediate crises (De Smet et al., 2020). By re-centering around purpose, leaders ensure that they are not simply reacting to events but are steering their organizations in ways that reflect their fundamental goals and principles.

2. Are We Listening to Our People?

Effective leadership requires a deep understanding of the needs, fears, and aspirations of the people within the organization. In times of uncertainty, this becomes even more crucial. Leaders should regularly ask, "Are we listening to our people?" Engaging in open dialogue can reveal important insights about what team members need to feel secure, motivated, and supported.

A study conducted by Carmeli, Dutton, and Hardin (2015) highlights that organizations fostering high-quality connections among team members see enhanced performance and resilience in times of crisis. Leaders who actively listen create a sense of psychological safety, which allows individuals to speak openly about concerns and ideas without fear of negative repercussions. As a result, listening not only improves morale but also enhances the organization's adaptability by bringing diverse perspectives and solutions to the forefront.

3. How Can We Foster a Culture of Learning and Innovation?

Uncertain times demand innovation. Organizations that encourage continuous learning and creativity are more likely to adapt successfully to changing circumstances. A pertinent question for leaders, then, is, "How can we foster a culture of learning and innovation?" By encouraging a growth mindset, leaders make it possible for their teams to experiment with new ideas without fear of failure.

Edmondson’s (2019) work on The Fearless Organization discusses the importance of creating an environment where employees feel safe to take risks, learn from mistakes, and explore new possibilities. Leaders who champion a culture of learning signal to their teams that experimentation and adaptation are valued, not penalized. This mindset was particularly useful for companies during the rapid digital transformations that many experienced as a result of the COVID-19 pandemic. Leaders who encouraged adaptive learning were able to pivot more effectively, allowing their organizations to continue serving customers even as traditional models became unviable (Edmondson, 2019).

4. What Do We Need to Prioritize Right Now?

Uncertain times often bring competing priorities, limited resources, and compressed timelines. Leaders can benefit from asking, "What do we need to prioritize right now?" Focusing on critical areas enables leaders to allocate resources and attention where they are most needed, rather than becoming overwhelmed by an extensive to-do list.

In a 2018 article, Sull, Homkes, and Sull emphasized the value of agile prioritization, especially in volatile environments. They recommend that leaders periodically reassess priorities to ensure that the organization is focused on high-impact activities. During crises, this adaptability becomes essential as initial plans may quickly become irrelevant. Leaders who maintain flexible but focused priorities ensure that their organizations are resilient and capable of addressing new challenges as they arise (Sull et al., 2018).

5. How Are We Caring for Our Team’s Well-being?

Uncertainty often triggers stress and anxiety. Addressing these emotions proactively is essential, as a resilient team is better equipped to handle challenges. Leaders should ask, "How are we caring for our team’s well-being?" Fostering a supportive environment goes beyond traditional wellness programs; it requires genuine attention to employees' mental and emotional health.

A study by Kelloway and Day (2005) demonstrates that leaders who actively support their teams' well-being contribute to higher levels of engagement, productivity, and loyalty. During times of crisis, employees need more than strategic guidance—they need empathy, flexibility, and support systems that address the psychological toll of uncertainty. By prioritizing well-being, leaders not only boost morale but also enhance the organization’s capacity to thrive amid challenges (Kelloway & Day, 2005).

6. Are We Prepared for Future Unknowns?

Finally, one of the most critical questions is, "Are we prepared for future unknowns?" Rather than focusing exclusively on immediate issues, leaders can develop forward-thinking strategies that enable their organizations to remain agile and resilient over the long term. This may involve scenario planning, stress testing key business functions, or investing in cross-functional teams that can quickly respond to emerging threats.

The concept of resilience, as discussed by Sutcliffe and Vogus (2003), is about building adaptive capacities that allow organizations to bounce back from setbacks. Leaders who prepare for various contingencies help their organizations avoid becoming paralyzed by uncertainty. They embed resilience within the organizational structure, ensuring that no matter what new challenges arise, the organization is equipped to adapt and respond.

Conclusion

In times of uncertainty, effective leadership requires a blend of agility, empathy, and forward thinking. By asking key questions—centered on purpose, listening, learning, prioritization, well-being, and preparedness—leaders can steer their organizations more confidently through turbulence. These guiding questions encourage leaders to ground their actions in core values, remain attuned to their team’s needs, and develop strategies that foster both resilience and adaptability. As the world continues to experience rapid change, the leaders who continually reflect on these questions will be best positioned not only to endure but to excel, transforming uncertainty into an opportunity for growth and innovation.

References

Carmeli, A., Dutton, J. E., & Hardin, A. E. (2015). High-quality connections, psychological safety, and learning behaviors in the workplace. Journal of Organizational Behavior, 36(S1), S1-S12.

Collins, J. C., & Porras, J. I. (1994). Built to Last: Successful Habits of Visionary Companies. HarperCollins.

De Smet, A., McGurk, M., & Vinson, M. (2020). Leading with purpose in times of crisis. McKinsey Quarterly, July 2020.

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

Kelloway, E. K., & Day, A. L. (2005). Building healthy workplaces: What we know so far. Canadian Journal of Behavioural Science, 37(4), 267–282.

Sull, D., Homkes, R., & Sull, C. (2018). Why strategy execution unravels—and what to do about it. Harvard Business Review, 96(2), 58-66.

Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 94-110). Berrett-Koehler.