Leading Through Change and Uncertainty: Lessons from the 2024 Presidential Election

Change is inevitable, but few events bring it to the forefront like a presidential election.

With the 2024 election now in the rearview mirror, its impact extends beyond politics. Workplaces nationwide feel the ripple effects as employees process the outcome through their own lenses of belief and emotion.

 

This shift presents both a challenge and an opportunity for leaders.

 

Uncertainty in any form (whether it stems from market shifts, organizational restructuring, or political transitions) can destabilize teams. People crave clarity, direction, and a sense of stability. When these needs aren’t met, productivity and morale can decline.

However, when you approach change with empathy, communicate with precision, and inspire unity, you create an environment where employees feel supported, no matter their personal views.

 

As a leader, your response to uncertainty directly impacts team performance.

This moment requires more than strategy; it calls for connection and composure. The ability to guide your team through unpredictable periods isn’t about having all the answers, it’s about helping people move forward, even when the future feels unclear.

 

Here are some actionable strategies for leading your team through change and uncertainty:

• How to address uncertainty without letting it erode employee confidence.
• Practical methods to foster clarity and alignment in times of ambiguity.
• Ways to maintain team cohesion, even when political beliefs differ.

 

Effective leadership isn’t defined by perfect conditions.

It’s defined by how you lead when nothing feels certain.

 

 

The Leadership Challenge of Change and Uncertainty

Change is a constant, but when it comes suddenly or without a clear path forward, it tests even the most seasoned leaders.

The 2024 presidential election serves as a powerful example of how external events can create internal unrest within teams. While leaders can’t control every source of change, they can influence how their teams respond to it. To do so, leaders must understand the nature of uncertainty, recognize its effects on employees, and embody the skills necessary to guide their teams through it.

 

The Nature of Uncertainty

Uncertainty occurs when outcomes are unpredictable and available information is incomplete (or constantly shifting).

 

In leadership, this means making decisions without full visibility into what comes next. While change can often be planned and managed, uncertainty tends to arrive uninvited, often with no clear end in sight. Political transitions, such as presidential elections, are a prime example of this dynamic. While an election has a scheduled end date, the consequences of that event often stretch far beyond it.

 

Employees may feel unsure about how leadership changes at the national level could affect their industry, organization, or personal lives. For many, this creates an emotional undercurrent of stress and distraction, even if the business itself is unaffected.

 

This psychological impact on employees is one of the most significant challenges leaders face. People naturally crave stability, and when it’s disrupted, anxiety levels rise. For some employees, uncertainty triggers a “threat response,” a reaction rooted in the brain’s instinct to protect itself from danger. This can lead to disengagement, indecision, and a focus on personal survival over team goals. As a leader, it’s essential to recognize these responses and acknowledge them as natural. People don’t just need clarity on what’s happening, they also need reassurance that they’re supported and valued.

 

Impact on the Workplace

Uncertainty isn’t something employees leave at the door.

It follows them into meetings, emails, and daily conversations.

 

External change, like a presidential election, can spill into the workplace in several ways. While leaders might prefer to “keep politics out of the office,” it’s often impossible to fully separate the two. Employees bring their beliefs, values, and concerns to work, and when those beliefs are challenged or validated by national events, emotions rise.

 

This is especially true in the period immediately following an election, when outcomes are fresh and reactions are strong.

For some employees, the results may feel like a victory; for others, a loss. These feelings can affect collaboration, disrupt focus, and create unnecessary division within teams if unaddressed. Employees may avoid talking to one another, hesitate to participate in team activities, or withdraw from discussions, fearing potential conflict.

 

When division occurs, productivity can suffer. It’s not uncommon for employees to become disengaged when they feel their values are in conflict with the direction of the world around them. This disengagement can look like missed deadlines, lack of enthusiasm, or a drop in collaborative behavior.

 

Leaders must be prepared to address this head-on, not by ignoring it, but by creating space for reflection, dialogue, and shared purpose.

 

The Role of Leaders in This Environment

While change and uncertainty may feel uncontrollable, a leader’s approach to them is entirely within their power. Employees look to leaders for stability, especially when external conditions feel unsteady.

Your actions, tone, and words have a direct impact on how employees process ambiguity (the quality of being open to more than one interpretation; inexactness).

 

If you project confidence and calm, your team will feel more secure.

If you react with stress, indecision, or avoidance, your team will likely mirror those same behaviors.

 

To navigate uncertainty effectively, leaders must develop three critical skills:

1. Adaptability – Change isn’t something to resist. Change is something to work with. Adaptability is the ability to adjust your approach as new information becomes available. Leaders with this skill can pivot quickly when plans shift, and they demonstrate that flexibility is a strength, not a weakness. When employees see their leader shift course with composure, it signals that change is manageable, not catastrophic. Encourage your team to view change as an opportunity to grow, rather than a disruption to be feared.

2. Empathy – Empathy is the ability to understand and relate to the experiences of others. It’s essential in times of uncertainty because every employee processes change differently. Some employees may feel energized by the prospect of something new, while others may feel paralyzed. Empathy allows leaders to recognize these differences and approach each individual with patience and understanding. This doesn’t mean leaders must agree with every perspective, but it does mean they must listen actively and acknowledge the feelings of their team members. When employees feel seen and heard, they’re more likely to stay engaged.

3. Clear Communication – The fog of uncertainty can create confusion, and confusion leads to inaction. Clear, consistent communication cuts through the fog, providing team members with a path forward. Leaders don’t need to have all the answers, but they may need to be transparent about what they know and what they don’t. Open communication builds trust and reduces speculation. Whether it’s through team meetings, email updates, or one-on-one check-ins, clarity is your most valuable tool during periods of ambiguity. When you frame change in simple, clear terms, employees are better equipped to move forward with confidence.

 

Uncertainty is unavoidable, but it doesn’t have to be paralyzing.

By understanding the nature of uncertainty, recognizing its effects on employees, and developing the skills to lead through it, you can create an environment where your team remains engaged, focused, and aligned (no matter how unpredictable things get).

 

 

Leadership Principles for Navigating Change and Uncertainty

Periods of change test leadership at every level. While uncertainty may feel unsettling, it also presents a chance for growth.

Your role during these times is to guide employees through the unknown with empathy, clarity, and forward focus. By mastering these principles, you create an environment where employees stay engaged, adaptable, and unified despite external unpredictability.

 

Here are three essential principles that will help you lead your team with confidence, even when the path ahead is unclear:

 

A) Empathy and Psychological Safety

People don’t check their emotions at the door when they come to work, and in times of uncertainty, emotions often run higher than usual. Empathy is one of the most powerful tools a leader can use to help employees feel seen.

But empathy isn’t passive – it requires active listening – where employees feel safe sharing their thoughts.

 

1. Listen Without Taking Sides – When employees express their worries or frustrations, the goal is to listen with curiosity, not judgment. If an employee voices concerns about a change in leadership, for example, avoid invalidating their feelings. Instead, ask open-ended questions like, “What about this change concerns you the most?“ or “How can I support you during this transition?“ This approach encourages honest communication while giving you insights into team sentiment.

One challenge leaders face is the pressure to “fix“ everything. But employees don’t always need you to solve their problems. Sometimes, employees just need to be heard. When people feel heard, their anxiety often decreases, making them more receptive to guidance.

2. Create a Safe Space for Employees to Process Change – A safe space doesn’t mean setting up a therapy session. It means fostering a work environment where employees feel comfortable discussing challenges, sharing ideas, and asking questions without fear of ridicule or retaliation.

One way to do this is by normalizing conversations about change.

Hold team check-ins where employees can openly discuss how they’re feeling and what they need to stay productive. Set ground rules for these discussions, such as confidentiality and respect for differing perspectives. When people see that speaking up is safe, engagement increases and misunderstandings decrease.

 

You can also model psychological safety by being vulnerable yourself. A simple statement like, “This change caught me off guard, too, but I’m focused on how we can make the best of it,“ shows employees that it’s okay to feel unsure and that it’s possible to move forward despite it.

 

 

 

 

B) Clarity and Consistent Communication

If uncertainty is the fog, then clarity is the light that cuts through it. When information is vague, people fill in the blanks with worst-case scenarios.

This “information gap“ is dangerous because it fuels fear and misalignment. As a leader, you must become a source of clarity, even when you don’t have all the answers.

 

1. Avoid Ambiguity and Communicate with Precision

People are naturally more comfortable when they understand what’s happening and what’s expected of them. During change, avoid using vague language like “We’ll see how it plays out“ or “We’re working on it.“ If you don’t have all the details, be transparent about that and share what you do know (if possible). E.g., instead of saying, “We’ll provide updates soon,“ say, “We expect to have more information by the end of next week, and I’ll update you as soon as I know.”

Providing employees with even a small amount of certainty can reduce anxiety. Your words should leave no doubt about what employees should focus on and how they can contribute.

2. The Role of Sense-Making in Clarity

When a change is complex, employees may feel lost in a sea of unknowns. Leaders must act as “sense-makers,“ breaking down complex issues into digestible, relatable ideas.

For example, if your company is restructuring, don’t explain it in industry jargon or corporate buzzwords. Use simple, clear language that focuses on how the change impacts each employee.

A useful strategy for sense-making is to answer three core questions every employee has:

• • What does this change mean for me?
  • What should I do next?
  • Where can I go for support if I have questions?

By answering these questions in your messaging, you’ll reduce confusion and keep employees focused on the right priorities.

3. Practical Communication Methods

To ensure clarity and alignment, leaders must increase the frequency and accessibility of their communication. Here are a few practical ways to achieve that:

• • Weekly Updates: Send a weekly email or Slack message outlining any new developments, team goals, or changes in priorities.
  • Town Hall Meetings: Host live Q&A sessions where employees can hear directly from leadership. This builds transparency and gives employees the chance to ask questions in real time.
  • One-on-One Check-ins: Meet with employees individually to offer support and clarity about their specific role in the larger context of change.

Communication isn’t just about pushing out information — it’s about creating dialogue. Give employees the opportunity to ask questions, express concerns, and seek guidance. Consistent communication is a stabilizing force that keeps teams aligned.

 

C) Inspiring a Forward-Focused Mindset

Change often triggers reflection on the past, but effective leaders shift the focus from “what just happened“ to “what happens next.“

Forward focus means encouraging employees to look beyond the moment and work toward a shared vision of the future. This requires both optimism and purpose.

 

1. Shift the Focus from the Past to the Future

Dwelling on what’s already happened is unproductive. While employees may need time to process recent events, you should steer the team’s attention toward what’s next. Acknowledge the past, but use forward-focused language.

For example, instead of saying, “This change has been hard on everyone,“ say, “We’ve faced some unexpected changes, but here’s what we’re focused on now.“ Subtle shifts in language can nudge employees to reframe their perspective.

You can also help employees reframe their thinking by asking future-focused questions, like:

• • “What’s one thing you’d like to achieve in the next three months?“
  • “What can we do right now to set ourselves up for success next quarter?”

These questions take the team out of “reaction mode“ and into “planning mode.”

2. Techniques for Keeping Employees Engaged and Optimistic

Uncertainty can drain energy and morale, so it’s your job to reignite it. One way to do this is by celebrating small wins. Every milestone (even minor ones) represents progress and gives employees a sense of accomplishment. Highlight wins in team meetings, email shoutouts, or shared dashboards. When employees see that their efforts are moving the team forward, optimism grows.

Another way to boost engagement is to keep employees challenged. People want to feel like their work matters. Set short-term goals that are challenging but achievable, and tie them to a broader vision. When employees have something tangible to work toward, they spend less time worrying about uncertainty.

3. Build Shared Goals and a Unifying Vision

Uncertainty often divides teams, especially if people have different interpretations of what’s happening. To unify employees, give them a shared goal. For example, instead of focusing on the details of external change, focus on a mission-oriented goal, such as improving customer satisfaction or increasing operational efficiency.

When employees unite around a shared goal, differences in perspective fade into the background. Use the “rallying cry“ technique by repeating a simple, clear message across meetings, emails, and chats. For example, if your team is preparing for a system change, a rallying cry might be, “Let’s make this transition the smoothest one yet.“ When employees hear a consistent, repeatable goal, it stays top of mind and unites them in a common purpose.

 

These three principles – empathy, clarity, and forward focus – aren’t just abstract ideas. They are actionable strategies you can use every day as a leader.

Employees may not always remember what you said, but they’ll never forget how you made them feel during periods of uncertainty.

 

 

Turning Political Division into a Leadership Opportunity

Divisive issues can fracture teams if left unchecked, but great leaders see division as an opportunity to build unity.

In moments of disagreement, employees look to their leaders for guidance on how to engage with one another respectfully. While you may not be able to change people’s personal beliefs, you can foster a work environment where differences coexist without disrupting productivity.

 

Here are three easy-to-understand actions that can help:

• addressing division without taking sides
• unifying employees around shared values
• and leading by example

 

1) Addressing Political Division Without Taking Sides

Political issues are often charged with emotion, and while you may prefer to avoid them, that approach rarely works. Ignoring these issues can create an “us vs. them“ environment, where employees feel they can’t openly share their thoughts or, worse, they begin to disengage.

The goal is not to referee debates or impose a single perspective, it’s to create an environment where employees feel respected regardless of their beliefs.

 

A. Acknowledge Differences, But Focus on Commonalities

Leaders who try to “neutralize“ every conversation about external events often end up alienating employees. Instead of shutting down discussions, acknowledge that people have different perspectives. This doesn’t mean endorsing every opinion, but it does mean validating the experience of having one. A statement like, “I know this week’s events have people feeling a range of emotions,“ signals to employees that it’s okay to have diverse thoughts.

Once you’ve acknowledged those differences, shift the focus to shared goals. This could sound like, “While we may all process things differently, our focus here is on what we can control. Our work and our ability to support one another is important.“ Statements like this help employees anchor themselves in common objectives, reminding them that, despite their differences, they’re working toward the same broader purpose.

B. Set Ground Rules for Workplace Conversations

Political topics can make their way into team meetings, Slack channels, or even casual office conversations. Without clear boundaries, these discussions can spiral into debates that distract from work and damage relationships. It’s your role as a leader to set clear expectations.

Consider introducing a set of “conversation guidelines“ for your team. These guidelines might include:

• • Respecting Differences: Encourage employees to seek understanding before responding.
  • No Personal Attacks: Discussions should be issue-focused, not person-focused.
  • Boundaries on Time and Place: Team meetings and work chats should stay on-topic. Personal conversations are best held outside of team spaces.

Don’t just introduce the guidelines and walk away. Reinforce them consistently, especially if you notice violations. If an employee makes an off-hand comment during a team call that sparks division, step in calmly with a reminder like, “Let’s keep our discussion focused on the task at hand so everyone feels comfortable participating.“ These small but firm actions set the tone for future interactions.

 

2) Focus on Shared Values and Vision

When people feel divided, it’s often because they’re focused on differences.

As a leader, your role is to redirect their attention toward shared goals. By grounding your team in a unified mission, you can reduce feelings of “us vs. them“ and remind employees that, despite their personal beliefs, they’re part of something bigger.

 

A. Reframe Work Around Shared Organizational Goals

When people feel disconnected, it’s often because they can’t see how their work fits into the bigger picture. Your role is to clearly define that connection. Shift the focus away from the issues dividing people and toward the goals everyone can agree on.

For example, instead of discussing the broader uncertainty surrounding external events, emphasize performance goals, customer satisfaction, or the team’s collective achievements.

You can frame conversations with questions like:

• • “What’s one goal we can all rally around this quarter?”
  • “How can we support each other to finish this project on time?“

These questions shift the team’s attention from what divides them to what unites them.

B. Reassert the Company’s Mission, Vision, and Core Values

Your company’s mission, vision, and core values are your greatest unifying tools. Unlike personal opinions or political beliefs, organizational values apply to everyone on the team. When tensions rise, leaders should center conversations around these shared principles.

For example, if collaboration is a core value, reinforce it in your messaging. You might say, “Our value of collaboration calls us to support one another, even when we see things differently. That’s what makes this team strong.“ Statements like this create a clear expectation for behavior and reinforce unity.

If your team is facing a period of change, tie the mission and vision into future goals. A statement like, “Our mission to provide world-class service doesn’t change, even as the world around us does,“ reminds employees that their purpose remains constant, even during unpredictable times. When people feel anchored to a sense of purpose, they’re less likely to be swayed by divisive outside influences.

 

3) Lead by Example

If you expect employees to respect one another, avoid unnecessary debates, and focus on shared goals (you must model that behavior first).

Leaders can’t preach unity while participating in the very behaviors that create division. People pay more attention to your actions than your words, so it’s essential that you “walk the talk.”

 

A. Model Non-Partisanship in Words and Actions

Non-partisanship doesn’t mean avoiding discussions about change. It means staying focused on principles, not positions. If employees ask for your thoughts on a divisive issue, avoid taking a side. Instead, redirect the conversation toward core values or shared goals.

For example, if an employee asks, “How do you feel about what’s happening this week?“ you might respond with, “I know it’s been a lot to process. My focus is on making sure you have what you need to do your best work and feel supported.“ This answer acknowledges the emotional climate while reaffirming your role as a leader focused on the team’s well-being.

Employees also watch how you react in moments of conflict. If team members start debating during a meeting, don’t join in or pick sides. Instead, use calm, steady language to bring the focus back to the task at hand. When you maintain composure, employees are more likely to follow your example.

B. Project Calm, Steady Leadership

Anxiety is contagious, but so is calm. During uncertainty, employees look to you for cues on how to feel. If you project frustration, doubt, or indecision, employees will feel it too. Instead, project calm confidence, even when you don’t have all the answers.

Here’s how you can do this:

• • Use Steady Language: Replace phrases like “I’m not sure what’s going to happen“ with “We don’t have all the details yet, but I’ll share them as soon as I do.”
  • Keep Your Body Language Open: During meetings, maintain open posture, avoid crossing your arms, and nod as employees share their thoughts. This signals that you’re approachable and engaged.
  • Be Transparent, But Measured: If you need to share difficult news, do it with clarity and compassion. Employees can handle bad news, but they struggle with uncertainty. If you’re clear, they’ll feel more secure.

By modeling calm, steady leadership, you send a clear message: No matter what’s happening around us, we have the capacity to stay focused, stay united, and move forward.

 

Political division is inevitable, but its impact on your team doesn’t have to be. By addressing it openly, focusing on shared goals, and modeling non-partisan leadership, you can turn a potential source of division into an opportunity for growth.

Focus on what unites your team, and they’ll follow your lead.

 

 

Leading with Purpose Through Change and Uncertainty

Uncertainty is unavoidable, but it doesn’t have to be unmanageable. As a leader, your response to change sets the tone for your team. By practicing empathy, communicating with clarity, and uniting your team around shared goals, you create a work environment where employees remain engaged and resilient, no matter what challenges arise.

The 2024 presidential election reminds us that external events can influence workplace dynamics.

 

Great leaders don’t wait for certainty before taking action. They lead with composure, transparency, and purpose.

 

Employees don’t need you to have all the answers, they need you to be present, steady, and focused on the future.

 

Key Leadership Traits to Practice Daily:

• Empathy: Understand employee concerns and make space for dialogue.
• Clarity: Provide clear, direct guidance to reduce confusion.
• Shared Purpose: Unite employees around common goals and core values.

These qualities don’t just help your team survive periods of change, they help it thrive. When employees feel supported, they become more adaptive, engaged, and committed to the team’s success.

 

Take Action as a Leader

Reflection is the first step toward better leadership. Ask yourself:

• Am I listening to my team, or am I too focused on finding quick solutions?
• Do I communicate with clarity, or do I leave employees guessing about what’s next?
• Have I clearly defined our shared goals, or is my team struggling to find purpose?

 

If any of these questions challenge you, take immediate action. Schedule a team check-in, provide clear guidance on upcoming projects, or realign everyone around a shared objective. Small actions compound over time, and they signal to your team that you’re committed to their well-being.

 

True leadership isn’t tested when everything goes right – it’s revealed when everything feels uncertain.

 

You don’t have to have all the answers, but you do have to show up. Lead with empathy, clarity, and shared purpose, and your team will follow.

 

 

About the Author:

Pat Bosworth

Founder and CEO Patrick effectively coaches leaders at all levels and across a number of industries with a pragmatic, consultative approach. Previously, he was vice president with Right Management and held other senior OD and development positions in manufacturing and the professional services Industries.

He holds an M.S. in Industrial/Organizational Psychology from Lamar University.