Economic uncertainty, tariffs, layoffs, government overhaul, workplace tensions and AI snatching jobs continue to weigh on workers and managers on a global scale, causing four out of five workers mental health issues. The World Health Organization reports that depression and anxiety cost the global economy one trillion dollars each year, mostly from reduced productivity. But the job market and career trajectories are full of unknowns, and we can’t always predict future outcomes. But having a plan can help you navigate the insecurities in these uncertain and volatile times.
The human working brain is hard-wired with the hefty responsibility of keeping us safe and secure. The brain perceives inevitable crises and uncertainties as a threat to our survival, instantly arousing fight-or-flight reactions.
The boss stares over her glasses at you in a meeting, and you conclude you’re in hot water. A coworker uses a certain tone in a text, and you assume he’s mad. The recruiter doesn’t respond to your email, and you’re convinced you didn’t get the position. Your company lays off a ton of employees, and your neck is on the chopping block.
In addition to psychological drivers, an Adobe survey of more than 6,000 business managers and workers across eight global markets found that economic instability and inflation are the biggest drivers of uncertainty, felt by seven in 10 managers and employees. Economic instability and inflation (79%), gun violence (65%), and politics and elections (62%) are the top concerns in the U.S. A total of 80% of employees have found at least one global issue of concern negatively impacts their productivity and overall job satisfaction, and that rises to 93% for Gen Z and 87% for Millennials.
A full 58% of employees and managers cite work as a welcome distraction in times of uncertainty. But “News fatigue” is also an issue for many employees. The Adobe study found that three in four employees report a breaking news event typically impacts their workday for at least a few hours. And when that happens, 44% of employees feel more anxious and more discouraged during work than ever before.
I spoke with Allison Maslan, CEO of Pinnacle Global Network and Wall Street Journal bestselling author. She describes five actionable strategies for navigating uncertainty, reinventing revenue streams and leading with confidence during volatile times.
1. Innovate and Diversify Your Revenue Streams
“The only constant in life is change yet as creatures of habit, we often resist or fear it. Instead of fearing uncertain times, executives should embrace it as an opportunity for growth. Challenging times force businesses to get creative and uncover new ways to drive revenue and retain customers. As entrepreneurs, when we have all the time and resources in the world, we often find ourselves taking less risk and sticking with what we know works. Take inspiration from industries that pivoted successfully like restaurants that expanded into meal kits during the pandemic or retail brands that launched subscription models. The businesses that stayed adaptable didn’t just survive, they thrive! Ask yourself: What untapped revenue streams exist in your business?”
2. Empower Leadership at Every Level
“Strong leadership isn’t just about the executives who make decisions in the C-suite. Strong leaders actively build a culture where all employees think and act like leaders. When team members feel they are able to take ownership, contribute strategic ideas and innovate, the organization overall becomes more adaptable. Encourage open dialogue and problem-solving so that when external uncertainty strikes, your team is equipped to respond with agility rather than fear.”
3. Build a Support Network and Seek Mentorship
“When facing uncertainty, isolation can be one of the biggest obstacles to progress for employees and employers alike. It’s easy to turn inward when you are anxious, stressed or uncertain of what the future holds. The most successful leaders and businesses surround themselves with mentors, advisors and peer groups who provide perspective, support and solutions. Just as a community creates certainty in life, a strong network within your business ensures that challenges are met with collective effort rather than individual stress. Encourage employees to build internal and external support systems by providing access to coaches, mentors and creating an inclusive work environment where teams can cross collaborate and rely on each other.”
4. Maintain Focus on Your Vision and Purpose
“In times of crisis, it’s easy to react quickly in the moment rather than lead with a forward-thinking vision. While your operations or strategies may need an immediate shift, your company’s core mission should remain the anchor. The businesses that endured the 2008 recession or the pandemic were those that adapted while staying committed to their long-term vision. When your team gathers, whether in a virtual meeting, in your company newsletter or elsewhere, regularly remind them of the bigger picture: why the company exists and the impact it aims to make. This sense of purpose provides stability even in the face of change.”
5. Re-frame Challenges as Opportunities for Growth
“Every crisis brings discomfort to the organization, whether that is job insecurity, imposter syndrome, etc. However, uncertain times can also bring the greatest opportunities for reinvention. Historically, businesses that lean into uncertainty rather than pulling back tend to emerge stronger. Whether it’s launching a new product, expanding into a fresh market or streamlining operations, moments of uncertainty force innovation. Instead of seeing change as a threat, treat it as a push toward business evolution. The question isn’t if change will happen, it’s how resourceful you’re willing to be when it does.”
During uncertain and volatile times, employers can create a predictable workplace culture. If you’re a new leader in a management position, it’s important to know how to proceed during a crisis. When employees can count on a certain amount of psychological safety, it reduces stress, turnover and safety incidents and increases productivity. Psychological safety is highest when employers have consistent contact and frequent check-ins with their employees. It heightens engagement, increases motivation and boosts performance. It’s important for business leaders to provide clearly defined roles and job objectives, along with leaders with predictable personalities who can create a stable work culture during a crisis.
