One of the key characteristics of these times is an increase in uncertainty. Not surprisingly, the key thing that staff and other stakeholders are looking for from their leaders is an antidote to this uncertainty. The response of most leaders to this very human need is to put on their ‘superperson’ vests and gallop like the cavalry to the rescue, finding ways to reassure everyone that things will be fine and there is no need to worry. The unspoken assumption is that the leader should know all the answers and thereby be able to reduce the anxiety.

The problem is, not only that leaders do not have all the answers to the current crisis, but also that the very idea that they should creates an unhealthily dependent relationship. Blanket assurances from the leader either seem to lack credibility or merely pass anxiety from the staff back to the leader. Only the most confident leaders have the strength to be truly authentic and admit that they do not have all the answers, showing their vulnerability, their not knowing. In the words of Mother Theresa:

“Honesty and transparency make you vulnerable. Be honest and transparent anyway.”

Those that do show their vulnerability create a whole different psychological contract with their staff. Instead of a parent-to-child relationship - “Don’t worry you can depend on me, I’ll sort it out” - you get an adult-to-adult relationship where the leader says, “I don’t have all the answers and we are in this together to make sense of these changes”.

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