Recently, I had the opportunity to join Craig Anderson on his popular Executive Evolution podcast. So I wanted to share my perspectives from what was a great and fun discussion. We covered a lot of ground—leadership challenges, decision-making in uncertain times, and the lessons I’ve learned along the way in higher education and beyond. As I reflected afterward, I realized that many of the themes we talked about are especially relevant right now as leaders navigate increasingly complex and unpredictable environments.
If you’re leading today, you know what I mean: budgets tightening, expectations rising, and change coming at you from all directions. In times like these, leading through uncertainty isn’t about having all the answers. It’s about staying grounded, creating clarity for your team, and moving forward even when the path ahead isn’t fully clear.
Here are some of the perspectives we explored in the conversation—and a few I’ve continued to think about since then.
Leadership Begins with Choice
One thing Craig and I talked about was how leadership is ultimately a choice. None of us wakes up one day magically ready to lead through uncertainty. Instead, we choose to step into that responsibility—and we keep choosing it, day after day, especially when things get hard.
Early in my career, I thought leadership was mostly about having the right strategies or technical expertise. Over time, I learned it’s about how you show up: the energy you bring, the way you listen, the clarity you create. In uncertain times, people look to leaders less for perfect answers and more for a steady presence. Choosing to lead means being willing to chart a course even when the map isn’t complete.
Movement Creates Momentum
Another theme that stood out was the importance of movement. When things feel ambiguous or stuck, our instinct can be to wait for more information before acting. But often, the better approach is to take a step—any step—in the right direction. Small wins build confidence. Momentum creates clarity.
I’ve seen this play out in higher education, where change can sometimes feel slow. A new initiative or strategy might spark uncertainty at first. But when leaders break it into manageable steps and celebrate early wins, people start to believe progress is possible. Action doesn’t eliminate uncertainty, but it does help teams feel like they’re moving forward together rather than standing still.
Leading with Impact (Not Just Intention)
We also talked about the difference between good intentions and real impact. Most leaders care deeply about their institutions and teams. But in times of uncertainty, caring isn’t enough. We have to translate our intentions into actions that make a visible difference.
For me, that often comes back to clarity and communication. If people don’t understand the why behind a decision—or if they don’t see how their work connects to a bigger purpose—it’s hard for them to stay motivated. Leading with impact means not only setting direction but also helping people see the meaning in what they do every day.
Learning to Live with Uncertainty
One of Craig’s questions got me thinking about how much uncertainty is simply part of leadership now. It’s not a problem to solve—it’s a condition to navigate. The leaders I admire most aren’t the ones who make things look easy. They’re the ones who stay authentic, keep listening, and adapt as circumstances change.
I’ve learned to be more transparent about what I know, what I don’t, and what might change. Early in my career, I thought leaders were supposed to project constant confidence. Now I realize people value honesty even more. Saying “here’s what we know today” builds more trust than pretending to have all the answers.
The Human Side of Leadership
Finally, we talked about the human side of all this. Leading through uncertainty isn’t just about strategy or communication. It’s about supporting people as whole individuals.
Teams look to us not only for direction but also for empathy. Checking in on how people are doing, creating space for honest conversations, and recognizing contributions along the way—these things matter. When people feel seen and supported, they can handle a lot more change than we sometimes give them credit for.
And we can’t forget to take care of ourselves, too. Leading through uncertainty is both intense and hard work. If we don’t set boundaries, find renewal, and lean on our own support systems, we won’t be able to show up well for others.
Moving Forward Together
As I think back on my conversation with Craig, one thing is clear: uncertainty isn’t going away. The challenges facing higher education—and many other industries—are complex and evolving. But complexity doesn’t have to paralyze us.
We can choose to lead. We can create momentum even when the path isn’t fully clear. We can focus on impact, stay honest about what we know, and support the people around us. None of us can control the future, but we can shape how we—and our teams—move through it.
So here’s my invitation: Take a moment this week to reflect on how you’re leading through uncertainty. Where can you create a little more clarity for your team? Where can you take a small step forward instead of waiting for perfect information? And how can you support both yourself and the people around you in the process?
Because in times like these, leadership isn’t about having all the answers. It’s about helping people move forward—together.
Sean McDonald is President of MOR Associates. You can follow or connect with Sean on LinkedIn.