How do leaders handle uncertainty?

Did you know research shows that most people would rather know for sure they’re going to receive an electric shock than sit and worry about whether they might? 

 Uncertainty is woven into everyday life, and for leaders, that uncertainty is amplified. Will those investors commit? Will that major client sign? Will the big project deliver what you’re banking on? Will your latest hire be the game changer you need? 

Leading through uncertainty isn’t just about putting out fires; it’s about feeling equipped and capable in the middle of it. The leaders who can stay steady make sharper decisions, delegate more effectively, and move issues forward with less friction. 

 I remember a client once describing it perfectly. He said, “It’s like I’ve got this clear space in my head now. When a problem lands, it drops in, I can see it, figure out the solution, and take action. Before, I’d lose half a day to it, now it takes me 10 minutes.” 

When we’re mentally well and grounded, uncertainty becomes something we can navigate, not something that bowls us over. 

So why does it feel so uncomfortable for some of us to sit in that space? A lot of it comes down to something called our intolerance of uncertainty trait. (Yes, they didn’t shorten that one for a reason!) Think of it as a spectrum: at one end are those who can tolerate uncertainty for a long time; at the other are those who can’t stand it.  

Neither is inherently good or bad, we want our brain surgeons to have a low tolerance for uncertainty, after all. 

But for many people, not knowing what’s coming sets off a biological stress response, leaving us feeling exposed. That’s when we develop safety behaviours,  coping strategies our brains think are protecting us, but which often keep us stuck. 

They can look like avoiding certain jobs, holding back in relationships, or steering clear of anything unpredictable. They stop us from learning that, more often than not, we are safe and things turn out fine. 

Leaders, though, especially in early and mid-stage start-ups, know that uncertainty isn’t the exception...it’s the job description. 

So what can you do if you sit on the ‘I hate uncertainty’ end of the scale? 

One of the most striking things I see when working with clients is how much easier it becomes to tolerate uncertainty once they’ve cleared out their emotional baggage. 

Big or small, it makes a difference. They stop jumping into decisions too fast or shutting down too soon. They trust themselves more. They trust that when something unexpected happens, they’ll know how to handle it. 

I often see a need to control things show up in people who grew up with unpredictable or erratic parents. I’ve noticed this shift in myself too. The more personal work I’ve done, the more I can pause, gather information, and make sound decisions, or confidently act on limited information when needed. I don’t have to control every detail just to feel calm anymore. 

My advice? Do the work that helps you get back to your natural, calm baseline. If your intolerance of uncertainty is high, learning to work with that instinct rather than against it will naturally bring it down. 

In the meantime, practice sitting with discomfort. Remind yourself of rational outcomes. Assume the best until the worst is actually in front of you. And wherever possible, build a win–win so that whatever happens, you know you’ll be okay. 

I’d love to hear how this lands for you.