Leading Through Uncertainty — Building the Skills That Unlock Performance

In today’s business environment marked by relentless change and growing complexity, CHROs are expected to deliver results while guiding their organizations through ongoing uncertainty. As one CHRO community member observed, “If you wait for certainty, it will never arrive.” So how can HR leaders effectively embrace and lead through ambiguity?

Recently, members of the New York CHRO Community gathered for a town hall to share how they are navigating this dynamic landscape and building cultures that not only withstand change, but thrive on it. The conversation focused on how intentional organizational design can foster resilience, empower teams, and drive progress amid uncertainty. Participants exchanged strategies for embracing change as a constant, creating clarity in the face of ambiguity, and using ‘safe to try’ decision making to keep momentum moving forward.

The session was moderated by Alexis Gonzales-Black, Partner and Org Design Practice Lead at August Public. Discussion leaders included Deborah Borg, Chief People & Culture Officer at IFF; Dan Domenech, Chief Human Resources Officer at Carelon; Melissa Luff Loizides, Chief People Officer at Zebra Technologies; Donovan Mattole, CHRO & Associate Principal at Langan; and Tchernavia Rocker, Chief People & Communications Officer at Revlon.

Here are three key takeaways from the discussion:

1. Building a Culture That Embraces Change

A central theme of the discussion was the importance of building a culture where “change is the norm, not the exception,” particularly as advancements in AI and emerging technologies continue to disrupt the workplace. As one CHRO observed, “AI is not going to replace jobs, but it will evolve roles and tasks.” HR leaders are focused on defining what the future of work looks like and preparing their organizations for ongoing transformation.

The group emphasized that employees need both the ambition to embrace new challenges and the right support to succeed. One CHRO noted that constant change can increase workplace distractions, pointing out that it can take up to two hours for individuals to regain focus after an interruption. To address this, organizations are proactively tracking shifts in the workplace and prioritizing clarity in their communications.

Feedback mechanisms, such as divisional boards and cross-functional groups, are being leveraged to ensure that change initiatives remain responsive to employee needs and concerns. HR leaders also acknowledged that everyone processes change at their own pace. As one CHRO advised, “Everyone needs their moment to digest the change. Don’t expect them to just accept it and move on. They will find the value in it at some point, the way you did. It just takes some time.”
 

1. Enabling ‘Safe to Try’ Decision Making:

Another key takeaway from the Town Hall was the importance of “safe to try” decision making as a way to move decisions forward, even when outcomes are uncertain. CHROs agreed that fostering a culture of experimentation and accepting the possibility of failure is essential for innovation and agility.

To create an environment where it’s safe to take risks, CHROs emphasized piloting initiatives in smaller pockets with less risk. As one CHRO advised, “Start small, it doesn’t have to be big.” Setting the right tone from leadership is also critical. One CHRO shared, “You took a risk, it didn’t work. My only concern is that you will be afraid to take a risk again. Don’t let this stop you.”

Building a foundation of trust is also key. As one leader noted, “Decision making can only work as fast as the trust you have with the people you are working with.” The group highlighted the importance of being direct and decisive: “Sometimes we take a long time to say no, and we need to just say no upfront and move on.” Quick answers help avoid unnecessary churn, and a “no” can simply mean “not right now,” with the option to revisit ideas in the future.
 

1. Anchoring Organizations with Clarity During Rapid Change

Another recurring theme was the need to create clarity for organizations navigating constant transformation. CHROs emphasized that clarity is more than just communication; it’s about helping employees understand their role and the “why” behind changes. “People will make a better connection when you emphasize why you are doing something,” one CHRO noted. 

To support clarity, CHROs are launching competency models and making continuous learning and growth an expectation. One CHRO advised, “Support leaders in developing skills to be able to manage change and transformation.” While another admitted, “We might not be great at change management, but it is added to leadership development.” 

Several organizations have chosen to reset and recommit to their mission, vision, and values, often with newer generations leading the way. “The second generation led and reviewed and put forward the program,” one CHRO shared. Another mentioned how they are involving interns and newer employees to bring fresh perspectives, as they are often more comfortable with change and can offer valuable feedback to improve processes.

Leaders also discussed the importance of leveraging routines to help employees feel grounded amid chaos. “Chaos is inevitable, confusion is optional,” one CHRO remarked. Another shared, “You cannot manage change – it happens too fast, but you can orchestrate it.”

To collaborate with other CHROs on leading through uncertainty and navigating change, apply to join a CHRO community. If you are already a community member, sign in to the app to find upcoming opportunities to get together with your peers.