Beyond Known Boundaries: Leading Through Uncertainty

There I was, clipboard in hand, ready to review daily priorities with a team member, but our priorities weren’t necessarily aligned. Their daily priority? Meticulously organize their desk. Every corner of their desk had to be wiped spotless. At first, I thought they were just being particular. Then it hit me. This wasn’t just about cleanliness. This was their personal way to create a sense of control in an unpredictable environment. Until their workspace achieved operating-room sanitation level, their day couldn’t officially begin.

While my patience was tested daily, I have to admit that we’re all control enthusiasts in our own special ways. Some of us color-code our project boards, others take meticulous notes during meetings, and others maintain elaborate email folders with automatic rules for every occasion (this last one is me!). Whether we’re organizing our desk obsessively or planning our day down to the millisecond, we’re all simply trying to bring a bit of predictability to our uncertain future.

So Why Do We Need Certainty?

This tension between our natural desire for controlling our environment and the inherent unpredictability of life creates a unique challenge. Our brains are fundamentally wired for certainty, a mechanism that helps us distinguish safe situations from dangerous ones. This hardwired need for predictability shows up everywhere, especially at work. And it becomes particularly pressing during times of organizational change. Every change brings its own set of “what ifs” seeking answers. What if AI changes my job responsibilities? What if I need to learn new skills? What if automation transforms our team dynamics?

Leading Through Uncertainty

A little uncertainty is inevitable, which means leaders need practical ways to help teams navigate it without losing momentum.

• Validate the need for control rather than fighting it. When you notice a team member micromanaging a process or obsessing over minor details, recognize it as a signpost of uncertainty. A simple acknowledgment like “I know this new system feels unpredictable right now” can be more effective than insisting they relax. This validation helps them feel understood, which reduces the anxiety driving the behavior in the first place.
• Model a healthy relationship with the unknown. Your team watches how you handle ambiguity more than they listen to what you say about it. Share your own strategies for managing uncertainty, whether that means stepping away to think clearly or breaking down overwhelming challenges into manageable pieces.
• Create clarity where you can. Even when you cannot eliminate uncertainty, you can reduce ambiguity. Share what you know, what you do not know, and when updates will come. This helps teams feel grounded, which reduces the mental load that uncertainty creates.

Our job as leaders isn’t to create perfectly predictable environments, which is impossible anyway. Uncertainty will always be part of leadership. But how we guide people through it determines whether they adapt, resist, or freeze entirely. We cannot eliminate the unknown, but we can help our teams find their footing on shifting ground. One paper clip at a time.

Adeline (Addy) Maissonet is a senior advisor on contracting policies and procedures within the Office of the Secretary of War, U.S. Department of War (DoW) and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. She leads the development and implementation of Department-wide procurement policies for commodities and services, within her portfolio. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Prior to joining the MICC, Addy served as a Branch Head for the Mid-Atlantic Regional Maintenance Center (MARMC), Norfolk, Virginia, with unlimited warrant authority. She also held other procurement positions with the U.S. Navy. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program and Harvard University’s Business Analytics Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of War.

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