Acknowledge Uncertainty.

Beyond all the technical obstacles you have to overcome to be ready for business, perhaps the biggest and most persistent challenge you will face is pervasive uncertainty. If there is a theme for this pandemic, uncertainty might well be it. None of us know how fast the economy will recover, when the pandemic will be over or what that would even look like, so there are aspects of uncertainty we all have to live with. Again, this isn’t new, just more pronounced in our present circumstance.

As a leader, you have an obligation and an opportunity to keep uncertainty from devolving into fear. Uncertainty is the elephant in the room. Don’t pretend that just because you don’t name it that it doesn’t exist. Things can fester in the dark, so first, shine some light and name it out loud. Just acknowledging difficult things can make them less intimidating and reassure people that they are not alone in facing them. In this time of social distancing, anything we can do to make us feel closer together is a step in the right direction.

Straightforward communication in a time like this is valuable. It builds trust, which is the currency of our time. It reminds us that we all human and have common concerns. It is also a chance to frame how we can all go about our days and live with the ‘not knowing.’ Connecting your safety protocols to accepted scientific knowledge about transmission will go a long way in reducing immediate concerns. To keep uncertainty from spiraling into fear, let your team know there are plans in place should someone become infected. Be clear about what they are. When life feels unstable and contingent, make sure you have contingency plans. This can allay fears and help everyone focus on the job at hand.