Have you ever come across research or a piece of work that has got you thinking about what it might mean for you and the people you lead?

A few years ago, I came across a study from University College London that caught my attention.

Researchers invited participants into a laboratory to play a computer game. Hidden beneath different rocks were snakes and each time a participant uncovered one, they received a mild electric shock to their hand. As they played, they gradually learnt which rocks were more likely to hide snakes, but they could never be completely certain. Throughout the experiment, the researchers measured participants’ physiological stress responses, including changes in perspiration and pupil size.

What they found was fascinating. Participants experienced the greatest stress when they were uncertain whether they would receive a shock- not when they knew they definitely would, and not when they knew they definitely wouldn’t. In other words, uncertainty created a greater stress response than certainty, even when the certainty involved something unpleasant.

Sometimes, not knowing is more stressful than knowing something difficult.

When I came across this study, it really got me thinking about the role we leaders play in creating certainty for the people we lead.

As leaders, we can’t remove all uncertainty. Change is inevitable, markets shift, organisations evolve and priorities change. Of course, not all uncertainty can, or should, be removed, particularly when there are opportunities for growth and learning. But what we can do is lessen the unnecessary uncertainty the people we lead experience

When you reduce unnecessary uncertainty, the people you lead are more likely to feel less anxious, more focused and engaged. You build greater trust and confidence in your leadership, reduce misunderstandings, rumours and repeated questions, and create an environment where your people and your organisation are better able to perform, make decisions and adapt through change.

Since coming across this study, I’ve paid closer attention to the situations that seem to create the most uncertainty at work. Six consistently stand out:

1. Change
2. Communication
3. Clarity
4. Security
5. Relationships
6. Performance

I’m sure you could add a few more to the list.

So, what can you do to reduce uncertainty in each of these areas?

Here are 3 simple and practical things that always work:

Change

1. Explain what is changing, what isn’t and why
2. Share the timeline and next steps.
3. Provide regular updates.

Communication

1. Communicate early.
2. Be honest about what you know and don’t know.
3. Let people know when they’ll hear from you next.

Clarity

1. Clarify priorities.
2. Set clear expectations.
3. Define roles and responsibilities.

Security

1. Be transparent where possible.
2. Be clear about what isn’t changing.
3. Help people focus on what they can control.

Relationships

1. Have regular one-on-one conversations.
2. Follow through on commitments.
3. Encourage questions and listen.

Performance

1. Define what success looks like.
2. Give regular feedback.
3. Explain how performance will be assessed.

While we’ll never remove every source of stress or uncertainty, we can reduce the unnecessary uncertainty we create.

Sometimes, it’s the simplest leadership practises that have the greatest impact.

Until next week, be well and lead well,

Kylie