In the early days of my career, I found myself gravitating towards leaders who offered certainty. I wanted to be on the winning team, with winning leaders. Aligning with those types of people seemed to offer a pathway to success. However, as I gained experience I grew more aware of the complexities and uncertainties that filter through any system. While strong leadership remains essential, I find myself skeptical of those who promise definitive outcomes. These days, I am drawn to those who offer ground in the face of uncertainty.
As leaders, we do need to provide some certainty. Teams look to us to help them navigate ambiguity and provide a sense of security even amidst chaos. Yet the only constant is change. Great leaders don’t offer false security. Instead, they offer the grounding that teams need to move through uncertainty.
Modern leadership must encompass both qualities.
Understanding Certainty in Leadership
Certainty in leadership is about projecting confidence, making decisive choices, and providing clear direction. This aligns with concepts from Daniel Goleman’s work on emotional intelligence. He emphasizes how leaders’ ability to manage their own emotions and project confidence can build trust and influence effectively. In uncertain times, we often look for these qualities in leaders.
Certainty helps reduce ambiguity, instilling trust in the leader’s ability to guide the way forward.
The Value
- Reducing anxiety – When people are unsure, leaders who provide certainty can help alleviate fear by offering a clear vision and plan.
- Inspiring confidence – Certainty conveys that the leader knows what they’re doing, which motivates teams to follow through on decisions.
- Creating focus – Outlining a clear path reduces confusion. Rather than second-guessing the strategy, teams can focus on execution.
Ways to Offer Certainty
- Clear communication – Use direct and unambiguous language to outline goals, expectations, and next steps.
- Decisiveness – Even in uncertain situations, avoid hesitating too long. A wrong decision can often be corrected; indecision can stall progress.
- Align actions with words – Consistency between what you say and what you do reinforces your credibility.
Although certainty can inspire others to follow, offering too much certainty as a leader can create a false sense of reality. If our judgement is off, we come across as out of touch. If we are too set on a certain way forward, it can close us off to fresh ideas or suggestions.
We need to balance certainty with ground in how we work with and lead others.
Understanding Ground in Leadership
To offer ground means to provide a steady, empathetic presence. It is communicated in how we embody our own sense of self, and give permission for others in the systems we touch to do the same. In her research on psychological safety, Amy Edmondson discusses how leaders can create environments where people feel safe to express themselves and navigate uncertainty. It’s not about having all the answers. Instead, we establish a safe space where people feel heard, supported, and connected. Ground is especially important in moments of emotional turbulence, and when uncertainty is unavoidable.
The Value
- Building emotional resilience – Offering ground helps people process their emotions and build resilience in the face of challenges.
- Fostering trust and connection – By being present and empathetic, leaders create a sense of safety that strengthens relationships.
- Encouraging adaptability – Ground allows space for exploration, creativity, and flexibility when clear answers are not immediately available.
Ways to Offer Ground
- Be present – Show that you are fully engaged and attentive to the needs and concerns of your team.
- Listen actively – Create opportunities for open dialogue, where team members can express their thoughts and feelings without fear of judgment.
- Acknowledge uncertainty – It’s okay to admit when you don’t have all the answers. Authenticity can be more grounding than false confidence.
Differences Between Bringing Certainty and Offering Ground
While certainty and ground serve different purposes, they are both present in powerful leadership. The table below highlights their key distinctions.
Finding Balance
Great leaders understand when to bring certainty and when to offer ground. To develop the adaptability described in Hersey and Blanchard‘s leadership model, a balance between the two is needed. Striking the right balance depends on the context and the needs of the team.
1. Assess the situation
Before deciding on your approach, evaluate the situation:
- Is the team facing practical uncertainty, such as unclear goals or a lack of resources? Provide certainty.
- Are people emotionally overwhelmed or anxious? Offer ground.
2. Start with ground, then add certainty
In times of crisis or significant change, start with ground:
- Acknowledge emotions and concerns.
- Create space for dialogue and reflection. Once people feel heard and supported, introduce clarity and direction to guide them forward.
3. Adapt as needed
Since situations are dynamic, the approach needs to adjust to what is happening in the moment.
- Be prepared to shift between offering certainty and stability based on how the situation evolves. Adaptability is a hallmark of effective leadership.
These scenarios suggest how to work with both qualities in your leadership.
Scenario 1: Navigating Industry Changes
Offering ground: Validate concerns about shifting industry trends and uncertainties.
Example: “I understand how the rapid changes in our industry can feel unsettling, and it’s okay to be unsure about what’s next.”
Offering certainty: Share a strategic vision and actionable steps for staying competitive.
Example: “Here’s our three-phase plan for adapting to these changes over the next year, starting with upskilling our team and exploring new market opportunities.”
Scenario 2: Navigating a Merger and Acquisition
Offering ground: Acknowledge the uncertainty and validate employees’ concerns about the change and their job security.
Example: “I understand this acquisition brings a lot of uncertainty, and it’s normal to feel uneasy about what’s next.”
Offering certainty: Outline the timeline, steps, and support systems in place to help employees navigate the transition.
Example: “Here’s what the next 90 days will look like. We’ll have regular updates to keep everyone informed.”
Scenario 3: Working with Cross-Cultural Teams
Offering Ground: Acknowledge and respect cultural differences, creating a safe space for collaboration and understanding.
Example: “I know we all come from different cultural backgrounds, and that differences are our strength. Let’s be open to learning from each other as we move forward.”
Offering Certainty: Establish clear communication protocols and shared goals.
Example: “To ensure smooth collaboration across cultures, we’ll implement a consistent meeting structure and use shared tools to track our progress.”
Being both
Today’s leadership is not about having all the answers or being a constant source of emotional support. Instead, we develop an instinct for when to provide clarity and direction, and when the team needs a safe and stable environment.
In shifting between certainty and ground, leaders can navigate complex challenges while fostering trust, resilience, and collaboration. Although holding this balance can be tricky, it is key to supporting successful teams in a complex world.
Michael Holton, ORSCC, PCC, EIA-SP, ESIA, is the Chief Executive Officer of CRR Global and has spent most of his professional career working in and with Fortune 500 companies. Michael is passionate about working with global organizations through change.
Author
Michael Holton ORSCC, EIA-SP, ESIA, ICE-AC, ICF-PCC
Michael Holton is the CEO of CRR Global and a systems-inspired coach whose work integrates Organization and Relationship Systems Coaching (ORSC™), somatic awareness, trauma-informed practice and developmental leadership. He supports leaders, teams and organizations in building coherence, trust and the capacity to navigate complexity. Michael’s approach is grounded in deep listening, relational intelligence and a commitment to equity and regenerative change.
