While you cannot always predict the storms your organization will face, some aspects of your annual strategy will probably not proceed according to plan. Organizations that endure a period of uncertainty with continued health have leaders who offer clear, trustworthy direction. They reinforce shared values and include voices from all levels of the organization in navigating uncertainty.
Disruptions in your organizational operations can come from outside factors, including global political conflicts, economic shifts, and technological advancements. Internal disruptions can occur from financial shortfalls, a change in ministry focus, or a health or moral issue with a key employee. Even positive changes related to organizational expansion and growth can create uneasiness as new staff, programs, and systems are introduced and expectations shift.
What’s the best preparation for weathering a season of uncertainty in your organization?
During periods of high uncertainty or crisis, employees look for four anchors:
Best Christian Workplaces’ Employee Engagement Survey measures factors related to each of these key anchors. Strength in these areas is critical during times of uncertainty. Operating from a position of organizational health with highly engaged employees offers the best anchor for continuing to achieve your organizational mission.
When external conditions are unstable, employees look for clear priorities. Consensus around goals reduces confusion and prevents teams from pulling in different directions when stress is high.
In addition, employees are reassured when they see that their organization has an effective strategy for meeting the needs of those they serve. In uncertain environments, people want confidence that leadership has a plan for navigating the future. A clear strategy increases stability and reduces anxiety about organizational survival.
Employees are willing to be flexible and stay engaged through uncertain times when they understand that the organization is anchored to a clear strategy.
Transparency builds trust and prevents speculation and rumors. During uncertainty, employees are less concerned with perfect decisions and more with understanding the reasoning behind them.
Clear communication is key during times of uncertainty. Sometimes, the best the leaders can do is articulate what is known and what is unknown. When leaders explain the reasons behind major decisions—including options that were considered, but not chosen—their staff are more likely to stay engaged and support new directions to face the challenges.
An effective leader realizes that ideas and insights need to come from people at all levels of the organization. From a foundation of strategic clarity and leadership transparency, highly engaged employees can offer solution-oriented ideas during challenging times.
When employees are free to voice their opinions openly, it creates an atmosphere of psychological safety. Open dialogue will surface problems earlier and allow a more effective response.
Employees who are included in decisions that affect them will experience greater ownership, which increases resilience and commitment during difficult periods.
Leaders of flourishing organizations know that the benefits of voice and inclusion go beyond middle management. Frontline staff often have the best insight during a disruption. Actively asking for input signals respect and strengthens collective problem-solving. Seeking suggestions from all levels of employees strengthens engagement and provides more robust information for navigating uncertain seasons.
Undergirding other engagement factors, Christian-led organizations have faith-based anchors that equip them to navigate uncertainty. Leaders who keep a focus on putting Christ first in daily decision-making provide assurance to their employees that their organizational purpose and values are steadfast.
Humility in the face of uncertainty might seem counterintuitive to strong, effective leadership. Some leaders succumb to the myth that they must project certainty so people will follow them. However, your employees can see through false confidence. Humble leaders are not weak; they have a strong faith foundation.
In addition, overall satisfaction with Christian fellowship provides an anchor for employees at all levels of an organization. A sense of community and spiritual fellowship provides emotional resilience and mutual support, helping employees cope with stress and uncertainty.
Circle of Care is a faith-based nonprofit organization in Oklahoma that focuses on helping children, youth, and families experiencing crisis, particularly those affected by abuse, neglect, or instability in the home. They have been a certified Best Christian Workplace with strong employee engagement since 2020.
Despite disruptions such as the COVID-19 pandemic in 2020 and the 43-day government shutdown that occurred in 2025, which caused funding delays, Circle of Care’s engagement survey results reflect a Flourishing culture. During the years associated with greater uncertainty:
Their ability to be resilient and have strong employee engagement during difficult seasons is based on the foundation of workplace health that the leadership team has built over the years. The value they place on their employees enables them to continue providing services to children and families in difficult situations. Even when facing challenging times, leaders and employees at Circle of Care have found that their workplace is a safe and steady place.
Their emphasis on workplace health, even as they respond to uncertainty, has included both short-term and long-term actions.
The leadership team was responsive to uncertainty, but not reactive. They focused on communication that addressed the situations head-on. The emphasis was on steps they could take to help their staff feel psychologically safe and provide them with a great place to work.
During the pandemic, they emphasized what they could control within their organization while acknowledging they could not control external factors. During the government funding lapse, they acknowledged the uncertainty in funding but affirmed that they had financial reserves to fund staff salaries.
Heather Garcia, Director of Human Resources, shared about their values-based communication with staff: “We are very intentional when it comes to the health and welfare of our staff. We believe if the employee can take care of themselves first, then they will be mentally prepared to take care of our clients."
One of the anchors that helped Circle of Care have strong employee engagement during seasons of uncertainty is an ongoing focus on leadership development. Managers are equipped to build strong teams and care for their employees. Their Leadership Academy includes monthly training and a manager toolkit—both of which are practical and positive. The topics include crucial conversations, hiring for cultural fit, effective onboarding, effective one-on-one meetings with staff, and radical candor discussions.
In addition, they have refined their hiring process to align with culture. Heather shares, “We have stopped hiring fast, and now we ensure the individuals meet the needs of the position as well as our culture. We use the framework of Hungry, Humble, and Smart by Patrick Lencioni, which helps identify effective team members."
Ongoing investments in a healthy workplace culture have provided an anchor for continued health at Circle of Care during challenging circumstances.
Now is the time to take steps to assess employee engagement at your organization. Clear and actionable data is the foundation for building a Flourishing Workplace™ culture that can withstand uncertainty. A long-term commitment to workplace health provides an anchor for your organization to respond intentionally to unexpected events.
If you are in a storm right now, focus your efforts on the four anchors presented in this article. Demonstrate a commitment to strategic clarity, leadership transparency, inclusion, and Christian values. You can rally your team to move forward together as you model caring, humble leadership in the midst of uncertainty.
Resources