Leading Through Uncertainty: Reflections for CI Leaders

If you’re leading a team right now, in operations, transformation, or improvement, I don’t need to tell you how uncertain the world feels. We’re all talking about shifting markets, emerging technologies, global tensions, sustainability, hybrid expectations, job loss… it’s tough out there.

I’ve led teams through some very messy, very human times; redundancies, restructures, market shocks, tech failures, and I’ve seen that great leadership isn’t about pretending to have all the answers, or sweeping things under the carpet. It’s about creating the conditions for people to think clearly, act wisely and stay connected to purpose (and each other), even when the direction of travel isn’t clear.

Why I Believe CI Leaders Are Made for Times Like These

The more I reflect on it, the more I see that Lean thinking and CI principles are built for ambiguity. They offer us structure without rigidity. Discipline without dogma. A bias for thoughtful action over worrying. It’s no surprise really that global uncertainty is increasingly shaped by interconnected risks and rapid change. This is also why more organisations are recognising the value of CI professionals formalising their expertise, bringing greater clarity and consistency to how improvement is led.

When we’re unsure what the future holds, CI leaders can still help people find solid foundations:

• Visual management brings calm and shared understanding.
• PDSA cycles and A3 thinking give us a way to move forward, one step at a time.
• Respect for people reminds us to listen deeply and lead with humanity, not just efficiency.

I’ve spoken with several of our LCS community members recently, and the same message keeps emerging: the mindset of CI is the mindset we need most right now.

One Operational excellence leader told me,

“In uncertain times, I lead through rituals. We may not know what’s ahead, but we can keep a steady beat. That helps everyone feel safer.”

Another shared,

“I encourage curiosity in my team, when we’re unsure, we learn. That’s where our energy goes.”

The Emotional Labour of Leadership

Let’s not pretend this is easy. Leading through uncertainty is emotionally demanding. It requires courage, vulnerability, and an ability to hold space for ambiguity, often while you’re feeling it yourself.

But I believe that’s our work as leaders. Not to remove the uncertainty (because we can’t), but to lead in spite of it. To create trust, direction and learning and to model the behaviours we want to see.

If you’re supporting your people with honesty, presence, and intention — you’re doing the work. For those looking to build more confidence in this space, there are ways to develop your lean leadership capability in a more structured and intentional way. 

Developing Capability for Uncertain Times

Leading through uncertainty isn’t something separate from the rest of our work. It’s part of the ongoing journey of developing as a CI leader.

Those who invest in becoming future-ready improvement leaders are often better placed to navigate change, while continuing to build confidence in how they lead day to day.

Approaches like the Lean Competency System can help bring a bit more structure and clarity to that journey.