Navigating Change and Uncertainty At Work
How to Respond to Change When Things Sort of Suck
Each week, I talk to people across a wide range of industries about their work. These conversations happen in all kinds of contexts, whether that’s preparing for a podcast interview, running a leadership training cohort, advising a client, or connecting with a new potential client.
No matter the situation, one theme consistently emerges: right now, for many of us, work isn't much fun. I say that a bit in jest, but directionally, it feels true.
Work is challenging right now, full stop. Many of us are facing pressures and obstacles that make showing up every day difficult and draining. Some of us have lost jobs, or watched people close to us experience layoffs. We’re dealing with economic headwinds, constant pressure to do more with less, and, to top it all off the looming uncertainty around artificial intelligence. It’s not the most fun picture of work.
As a result, projects are delayed or stalled, plans keep changing, reorgs happen (and then reorgs of the reorgs), and many organizations feel stuck in a constant state of swirling. It's no surprise that employee engagement is at an all-time low.
Regardless of your industry, profession, or role, it seems like we are all living through a period of relentless change and deep uncertainty. For some, they see opportunity amidst the challenge, but for for many others, it’s exhausting, and it makes the day-to-day grind much harder.
My Personal Journey with Navigating Change
For most of my career, I’ve worked at the intersection of change and work.
I started in management consulting, supporting large Fortune 500 companies through change management initiatives. I spent time in the tech industry, helping companies enter the digital era with new ways of working. Later, I became a leadership coach, working with hundreds of leaders navigating transitions, be it stepping into leadership for the first time, taking on a new remit, or expanding into bigger roles.
Along the way, I navigated my own personal and professional changes, too: I've changed careers at least three times, and at one point left the corporate world, became an entrepreneur, moved cities, and got engaged all within six months.
I wouldn’t say I love change, but after years of studying it, practicing it professionally, and living through it personally, I’ve built a set of tools, rhythms, and approaches that help me navigate, and sometimes even make real progress, during times of change and uncertainty.
I want to share some of those lessons with you today. If you’re someone struggling with the constant change and uncertainty around you, you’re not alone and there are ways to move forward, even when the ground feels unsteady.
#1) What’s In Your Control
One of the first things I always recommend is identifying what is and isn’t in your control, and then naming it. During times of change and uncertainty, I often find myself feeling anxious because everything seems overwhelming. The reality is, while it’s easy to fall into the trap of worrying about everything, it’s neither helpful nor productive. Drawing on Stephen Covey’s work, one of the most effective ways to manage feelings of overwhelm is to clearly distinguish between what’s within our control, what’s within our influence, and what’s outside of our control. I find this process valuable for three key reasons.
First, as someone who tends to worry, I know I can’t afford to carry the weight of everything for the sake of my own well-being. This exercise helps me focus on the real concerns and threats that require attention, while temporarily putting aside those that don’t.
Second, once I’ve cleared my head, it helps me identify where to focus my energy and efforts when I’m ready to take action or move forward. Lastly, it’s a reminder that while there are certainly things I can control, the world is much bigger than just me. As someone who values autonomy, this practice helps me acknowledge the limitations of my influence and cultivates humility. For some, this perspective is also where faith or spirituality can provide comfort and guidance, if that resonates with you.
Your Action: Draw three circles that are overlapping and name them “Control,” “Influence” “Out of Control.” For each of the circles, write down what is within your control, what is within your influence, and what is outside of your control.
#2 Focus on What Isn’t Changing and Is Stable
As humans, we are wired to survive. This is a treat we inherited from our ancestors. At a fundamental level, we’re built to find ways to avoid danger or threats or things that may cause us harm. That also includes change, or at least on the surface.
When we are introduced to a change however it shows up, it may demand a lot of our energy. As a result, our brains see it as a threat. And oftentimes, instead of accepting it, we fight against it - again, survival. As humans, we crave stability Humans crave stability for survival because it allows for predictable resource acquisition and reduced exposure to harm. Knowing these fundamentals of how our mind and body work, we can use that to our advantage during times of change and uncertainty.
By identifying and codifying what is going to remain the same and therefore not changing, we can provide a sense of stability and sturdiness even amongst the change and uncertainty that exists. This may not get us out of the woods, we still have challenges to face, but it can help us get to a headspace where despite the uncertainty, we have competence and confidence about where we are.
Your Action: Create a list and put two categories on it. On the left, right down “things that are changing” and the right write down “things that remain the same.” Fill out the the right side of the column.
#3) Find What Motivates You and Helps You Matter
For decades, management theorists have been exploring the best ways to motivate employees. Two predominant schools of thought have emerged, each giving rise to popular theories. The first is Agency Theory, which posits that humans are rational beings driven by self-interest. According to this view, managers must implement controls to align the agent’s (employee’s) goals with the organization's objectives, often through extrinsic rewards—such as offering payment in exchange for tasks completed.
The second theory is Self-Determination Theory (SDT), which suggests that people perform best when they experience three key psychological needs: autonomy, competence, and relatedness. This approach is more focused on intrinsic motivation, allowing employees to take charge of their work and drive their own engagement. While some recent management research suggests we may be overemphasizing Agency Theory, particularly when it comes to management practices, Self-Determination Theory offers valuable insights, especially during times of uncertainty and change. Employees can leverage SDT to understand how they want to show up in these moments, how to navigate the challenges of change, and how to continue making progress.
At its core, SDT centers on the intrinsic motivation that arises from aligning work with personal values and purpose. In challenging times, we can turn back to #1 and Covey’s Circle of Control to ask: What is within our control? What truly matters to us, and how do we want to respond? By using SDT as a framework, we can tap into our autonomy, stay grounded in what we find meaningful, and navigate through difficulty in ways that feel aligned with our own beliefs and priorities.
Your Action: Think about the three levers of SDT - Autonomy, Competence, and Relatedness. Ask yourself about how these matter to you, what matters most to you, and how you might be able to lean into these to help you find your motivation for moving forward during these times.
Conclusion
Realistically, you might be going through a crappy time at work, and it’s important to acknowledge that and give yourself permission to feel that way. These three ideas won’t solve everything overnight, but my hope is that they provide a strong foundation to build upon during times of uncertainty. By doing so, you can develop your own methods, tools, and actions for navigating change on your terms.
Worth Checking Out
A few weeks ago, I wrote about how I didn’t think the phrase “AI won’t take your job but someone using AI will” was very helpful and gave a short analysis of why I didn’t think that was true. This piece from Sanjeet Choudary from
puts my thoughts to shame (in a positive way), and gives an incredibly insightful and thorough case as to why this phrase is both not true but also not helpful.Going with the AI and jobs theme, this article from
who writes shares both a sobering take on what could happen to jobs as a result of AI, as well as some actions an individual might want to take as a result. Greg runs Section, which is a AI change management consulting firm that talks to CEOs who are trying to implement AI, so there’s some reality to some of the conversations he and is team are having with clients. I don’t know if what he says in the article will actually come true to that degree, but my personal MO is to operate like it is, and still be prepared even if it doesn’t reach the peak.
Call To Action
Thanks for reading! If you enjoyed this newsletter and found it valuable and would like to work together, here are three ways. If you’re looking for some help for your learning and development, leadership development, I’d love to work with you: Here is how I might be able to assist:
Leadership & Learning Programs: Formal training and leadership development in your company, such as new manager or new leader training, or skill-based programs. (See Here for more details)
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Feel free to contact me directly for more details!