Leading in uncertain times – How our brain reacts and what helps

In a working world that is constantly changing and in which crises are becoming the norm, HR managers in particular are faced with a major task: How can employees be supported in uncertain times? How can teams remain capable of acting despite changes? Uncertainty not only affects individuals, but also entire organisations – and therefore the people in charge who are supposed to provide orientation and stability.

Our brains favour security and predictability. But in a dynamic working environment, we cannot always guarantee this. This makes it all the more important to understand how uncertainty influences our thoughts, feelings and actions and how we – especially in our role as a manager or HR manager – can develop strategies to promote resilience and the ability to act.

Find out in this article how uncertainty influences our thoughts, feelings and actions and which strategies help us to deal with it better.

How the brain reacts to uncertainty

Uncertainty activates mechanisms in the brain that were originally designed to activate and protect us in dangerous situations. However, these protective reactions can become stressful if they continue over a long period of time.

1. Activation of the stress system:

As soon as the brain senses uncertainty, the stress system is activated. Hormones such as cortisol and adrenaline are released and attention is increasingly focussed on threats. This can be helpful in the short term as it increases focus. But in the long term, these reactions can lead to overexertion, sleep disorders and hypersensitivity to neutral or positive signals, among other things. The problem? This constant alertness costs energy and can be exhausting in the long term. Physically and mentally.

2. Reduced function of the prefrontal cortex:

The prefrontal cortex – responsible for analysis and decision-making in the brain – is down-regulated in the event of prolonged stress. Decisions become more emotional and impulsive, which can favour wrong decisions in uncertain situations.

3. Increased vigilance:

In uncertain times, the brain becomes hypervigilant – it tries to recognise all potential dangers at an early stage. However, this constant ‘being on guard’ can lead to even neutral or positive signals being perceived as threatening. Sleep disorders, inner restlessness and a feeling of permanent tension are frequent consequences.

The long-term consequences of uncertainty

Long-term insecurity can leave deep scars on the brain and body. Chronic stress, triggered by prolonged uncertainty, impairs neuronal plasticity – the brain’s ability to adapt and create new connections. The hippocampus, a brain region that is crucial for memory and learning, is particularly affected. This region can shrink due to chronic stress, which increases the risk of memory problems.

The brain remains in a constant ‘state of alert’, which can have a significant impact on quality of life. Long-term uncertainty can therefore go hand in hand with an increased susceptibility to psychological stress. For example, people can fall into a permanent state of exhaustion (burnout). A vicious circle that can end in even more serious mental illnesses such as depression or anxiety disorders. Physical complaints such as cardiovascular disease, back pain, stomach and digestive problems or a weakened immune system can also be the result. Many people are familiar with these symptoms.

Strategies for coping with uncertainty

Even if uncertainty is unavoidable, there are effective strategies for dealing with it better. Structure and social support play a key role here. Managers in particular have a special role to play here.

Create structure:

In times of uncertainty, a sense of control is particularly important. Clear routines and fixed structures can help to create a minimum level of stability. Plan your day with manageable, achievable goals that give you a sense of success and security. A structured environment, whether at work or at home, provides the brain with orientation and reduces stress levels.

Social support:

Nobody has to deal with uncertainty alone. Socialising with trusted people – family, friends or colleagues – can strengthen the feeling of security and cohesion. Studies show that social support promotes the release of the bonding hormone oxytocin, which in turn reduces stress and strengthens trust in others. Open dialogue, mutual support and joint problem-solving help people to cope better with uncertainty and develop new perspectives.

Leadership and reduction of uncertainty

Managers should create a framework that provides orientation, reduces uncertainty and focusses on solutions.

Developing a strategy and communicating it clearly is essential. Leadership means tackling problems in difficult times, offering realistic perspectives and radiating confidence. Clear words and comprehensible decisions convey the feeling that responsibility is being taken – a valuable signal in uncertain moments.

However, clarity is not only evident in words, but also in structures, priorities and orientation. Managers must not only set the direction, but also actively involve their teams and lead the way themselves. Commitment and confidence strengthen trust and create stability.

These approaches promote the resilience of organisations in the face of social challenges. Although we often cannot change the dynamics of the environment, our behaviour in the working world is within our sphere of influence. We should utilise this potential to create more confidence.

Leadership in uncertain times requires more than expertise. It requires an understanding of human behaviour, the ability to provide guidance and the willingness to offer support. This enables managers to lead their teams forward safely even in turbulent phases. However, this also requires support in the form of sustainable management development that provides assistance.

Why HR managers play a key role

HR managers are often the link between corporate strategy and employees. For example, you can offer training courses on stress management or establish programmes to promote a positive error culture.

Sustainable management development that addresses these challenges can help organisations to remain stable even in turbulent times. This is not just about technical skills, but also about developing empathy, communication skills and the ability to provide guidance.

Leadership in uncertain times requires a deep understanding of human behaviour and the willingness to offer support. With the right strategies, you can successfully guide your teams through uncertain phases and strengthen your organisation for the future.