"During the pandemic, leaders learned that they had to figure out how to keep their teams gelled even when they had no idea what the heck would happen day to day."
"And many of us realized something beautiful: that showing a little more vulnerability and openness to the grey areas was exactly what our people needed."
"For a brief moment in time, leaders were allowed to talk about what they didn't know."
Pandemic conditions forced leaders to maintain team cohesion amid daily unpredictability. Leaders had to find new ways to keep teams gelled while facing unknowns about immediate circumstances. Increasing vulnerability and openness to ambiguity became effective leadership behaviors. Admitting uncertainty and discussing grey areas provided the support people needed. For a limited time, leaders could openly acknowledge lack of answers without losing authority. That transparency helped teams feel understood and connected. The experience revealed that candid communication about uncertainty can strengthen trust and resilience within teams during crises.
Read at Harvard Business Review
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