Leading in times of uncertainty: why trust is the true strategic asset

In recent years, the word “uncertainty” has become a constant companion for many organizations. Market changes, new regulations, technological disruptions, geopolitical tensions, successive crises…

What used to be an exception is now almost the norm.

In this context, one question is repeated time and again in management committees, teams, and boards of directors:

What kind of leadership do organizations need when almost nothing is stable?

At BMF Consultancy we are convinced that, in times of uncertainty, the most valuable asset a leader can bring is not having all the answers, but being able to generate trust.

1. Trust as a strategic asset (not just emotional)

Talking about trust is not "soft". It's profoundly strategic.

When uncertainty increases, confidence:

·       Stabilizes equipment

·       Reduces noise and rumors

·       It makes difficult decisions easier.

·       improves coordination between areas

·       It maintains the relationship with clients, partners and investors

An organization with low trust quickly enters a survival dynamic: each department protects itself, people withhold information, fear of making mistakes grows, and decisions are paralyzed.

In contrast, when there is a climate of reasonable trust, the company can continue to move forward, even if the map is not complete.

2. Five leadership behaviors that build trust

There is no single way to lead in uncertainty, but we do see a series of behaviors that are repeated in leaders who manage to sustain their organizations in complex times.

2.1. Transparency to reduce anxiety

Silence or overly sentimental messages only increase distrust.

Being transparent doesn't mean sharing everything, all the time.

It means telling the truth as much as possible, explaining what is known and also what is not yet known, and avoiding the temptation of the continuous "we'll see".

Well-managed transparency reduces tension, avoids misunderstandings, and creates common ground from which to work.

2.2. Listen to understand, not just to respond

In times of pressure, many leaders fall into "transmitting" mode: launching messages, setting goals, demanding results.

But listening—real listening—is key to:

·       to understand what is really worrying the teams

·       detect legitimate resistance

·       identify ideas or solutions that come from the grassroots

·       adjust the pace of change to the organization's actual capacity

Listening is not "being soft"; it's having better information to make better decisions.

2.3. Recognizing what is not known

Well-managed vulnerability does not weaken leadership, it strengthens it.

In complex situations, no one has all the answers. Pretending otherwise creates unrealistic expectations and erodes credibility over time.

A leader who is able to say "I don't know this yet," "we need help here," or "we made a mistake and we're going to correct it" builds a more mature and honest relationship with their organization.

2.4. Provide an address, even if it is temporary.

Uncertainty cannot be resolved, but it can be framed.

Setting a direction—even if it is admitted that it can be adjusted—provides structure and focus.

It allows teams to understand where they want to go, what is a priority, and what can wait.

The total absence of direction translates into a feeling of drifting.

And drifting is one of the biggest generators of anxiety in an organization.

2.5. Consistency between what is said and what is done

Nothing builds (or destroys) trust as quickly as the consistency—or inconsistency—of leadership.

·       If collaboration is requested, but only individual results are rewarded.

·       They talk about taking care of the teams, but they overload schedules without any criteria.

·       If transparency is championed, but key decisions are made in closed circles without explanation…

Trust is broken.

Conversely, when people see that leaders apply to themselves the same standards they demand of others, trust is strengthened even in tough times.

3. Common mistakes when leading in uncertainty

In our work with companies in different sectors, we detected some recurring errors:

·       Confusing calmness with a lack of information.

Believing that "if we say nothing, we avoid panic" usually has the opposite effect.

·       Overpromising to reassure.

Sending overly optimistic messages that cannot be fulfilled erodes credibility.

·       Thinking that listening diminishes authority.

In reality, listening well often increases the legitimacy of decisions.

·       Delegating the “emotional climate” solely to human resources.

The climate of trust is primarily determined by the daily behavior of management.

4. How we work on this type of leadership at BMF Consultancy

At BMF Consultancy we help organizations and management teams lead in complex contexts by combining three perspectives:

1.    Strategy

Clarify the direction, priorities, and necessary trade-offs . Trust cannot be built if the management team itself is not aligned.

2.    Operation and processes

To translate the intention into concrete ways of working: how decisions are made, how coordination takes place, what is measured, and what is left undone.

3.    Leadership and team dynamics

Work on the behaviors we have mentioned: transparency, listening, recognizing limits, leadership, and consistency.

We don't do it from grand, disconnected theories, but from real cases, difficult conversations, and very specific adjustments in the way we lead and organize work.

5. Three questions for leaders in times of uncertainty

If you are leading in a complex environment, it might help to pause for a moment and ask yourself:

1.    What do my teams really know about what's going on and why?

2.    In which recent decisions have I demonstrated consistency... and in which not so much?

3.    From what spaces am I truly listening to what is happening in the organization?

The uncertainty will remain.

The difference will lie in the quality of trust you are able to build around yourself.

If you believe your organization is at a point where it needs to strengthen this type of leadership, we at BMF Consultancy would be happy to talk, listen, and see if it makes sense to work together.