Navigating Uncertainty at Work: Self-Compassion, Leadership and Spheres of Influence

Why uncertainty can be difficult at work

Most of us like to have some sense of what lies ahead.

Knowing what to expect helps us feel prepared, make decisions and approach our working lives with greater confidence and control.

Yet uncertainty is an inevitable part of working life. Organisational changes, shifting priorities and decisions being made elsewhere can leave us wondering what might happen next, particularly when the outcome could affect our roles or future plans.

We might find ourselves anticipating every possible scenario, searching for information that isn’t yet available or repeatedly thinking about what might happen.

These are understandable responses. We naturally seek predictability, particularly when something important feels outside our control. But trying to resolve uncertainty that cannot yet be resolved can take up considerable psychological energy.

Recognising what we can and cannot influence

One of the challenges of uncertainty is recognising the difference between what matters to us and what we can actually do something about.

We may care deeply about a decision being made elsewhere in our organisation, for example, but have little influence over the outcome.

That doesn’t mean we should stop caring or pretend that the uncertainty isn’t difficult.

Sometimes the most helpful shift is not towards finding an answer, but towards understanding where we still have some choice, agency and influence.

We may not be able to determine what happens next, but we can consider how we respond, what information we seek, who we talk to and how we look after ourselves and others in the meantime.

How self-compassion can help us navigate uncertainty

Rather than criticising ourselves for finding uncertainty difficult, we can acknowledge that not knowing can be uncomfortable, especially when the outcome matters to us.

Self-compassion doesn’t remove uncertainty or make difficult circumstances disappear. It can, however, help us respond to ourselves with greater understanding and create some space to consider what might be helpful now.

Recognising that our responses to uncertainty are understandable can help us approach difficult circumstances with greater awareness, rather than adding self-criticism to an already challenging situation.

Compassionate leadership when the answers aren’t available

For leaders, uncertainty brings an additional challenge.

When people are worried about what might happen next, they understandably look to those in leadership positions for information, clarity and reassurance. Yet leaders may themselves be working with incomplete information or facing circumstances over which they have limited control.

In my leadership development and executive coaching work, I often see how challenging it can be for leaders to support others through uncertainty when they don’t have all the answers themselves.

There can be a temptation to offer reassurance simply because we want to help people feel better.

But compassion in uncertainty isn’t necessarily about reassuring people that everything will be fine.

Sometimes we cannot truthfully offer that reassurance.

Compassionate leadership can instead mean acknowledging that something is difficult, being honest about what is and isn’t known, and helping people focus on what they can influence now.

It might involve explaining what information is available, being transparent about the limits of our own knowledge or influence, and making clear when people can expect further communication.

It can also mean creating opportunities for people to express their concerns, ask questions and feel heard, even when we cannot immediately resolve the issues they raise.

Being honest about uncertainty does not mean abandoning people to it. We may not have all the answers, but we can still communicate with care and help people identify where they retain some agency.

A practical approach: Understanding your spheres of influence

When we find ourselves caught up in uncertainty, it can help to consider where our attention and energy are going.

One practical approach is to think about three different spheres: what we can control, what we can influence and what is currently outside our control or influence.

1. What is within my control?
   Consider the choices and actions that are yours to make, such as how you prepare for a conversation, the questions you ask, how you organise your work or how you respond to the information available.
2. What can I influence?
   Think about where you may be able to make a difference, even if you cannot determine the outcome. Perhaps you can contribute to a discussion, raise a concern, seek clarification, offer support or help shape how a change is implemented.
3. What is currently outside my control or influence?
   Identify the things that matter to you but that you cannot presently change, such as decisions being made elsewhere, other people’s responses or outcomes that simply aren’t known yet.

Notice where you have been directing most of your attention.

Are you spending considerable time trying to resolve something beyond your influence? Is there something within your control or influence that might benefit from that attention instead?

The aim isn’t to dismiss what is outside our control or suggest that we should simply stop worrying about it. It is to recognise where we can take meaningful action while acknowledging that some uncertainty will remain.