In recent years, uncertainty has become a familiar part of university life. But some periods bring more uncertainty than others. Last week's communication about the University's financial realities and the difficult decisions ahead has understandably raised new questions about what the coming months may bring. Priorities may be shifting, decisions may still be taking shape, and employees may have questions about what changes could mean for their work, their team, and themselves.
While supervisors are often navigating the same questions, employees continue to look to them for clarity and direction. That creates a difficult leadership challenge: How to provide clarity when you don't have the answers?
Research on communication during organizational change highlights the important role supervisors play in these moments. Employees tend to look to senior leaders for strategic information about organizational change, while turning to their direct supervisors for implementation-related and job-relevant information. In other words, supervisors help employees make sense of a critical question: What does this mean for me and my work?
The goal isn't to have every answer. It's to help your team understand what is known, what isn't known yet, and what they can focus on now.
Admitting what you don't know might feel uncomfortable. However, saying "I don't know yet" is often more helpful than speculating or making promises you can't guarantee.
Make room for reactions without trying to fix them
Uncertainty impacts everyone differently. Some employees may ask a lot of questions while others may become frustrated, worried, distracted, or quiet. Supervisors don't need to resolve every concern, but it’s critical to acknowledge what you are hearing. Moving too quickly into reassurance can sometimes shut down the conversation:
"I'm sure everything will be fine."
"I wouldn't worry about it."
While well-intended, these responses offer certainty you don't actually have and can end up dismissing how someone feels. Instead, acknowledge what you're hearing:
"I understand why you're asking."
"I can hear that this is weighing on you."
"I don't have an answer to that yet, but let's talk about what we do know."
This builds on a core communication practice we’ve highlighted before: shifting from broadcasting to dialogue, listening not just to the question, but to the concern behind it.
Keep communicating, even when the update is “no update”
One common communication myth is that leaders should wait until they have something definitive to share. During change, Gallup recommends communicating more frequently about both what is known and what remains unknown. Without communication, employees may fill the information gaps themselves. That doesn't mean supervisors need to constantly provide updates. It means being intentional and predictable about communication.
Sometimes the update can simply be: "I know this is still on people's minds. I don't have new information to share today. When I do, I'll share what I can."
Communication isn't a single event. Especially during uncertainty, it is an ongoing practice of sharing information, helping people make sense of it, listening, and responding as circumstances evolve.
Remember: you're navigating uncertainty too
Supervisors aren't outside the situation. You may have questions about your own work, your team, or what comes next. Before communicating with employees, pause and ask yourself: What do I actually know? What am I assuming? What emotion am I bringing to this conversation? What does my team need from me right now?
Use your own supervisor and appropriate University resources to get information, clarify expectations, and raise questions you can't answer.
Leadership during uncertainty isn't about predicting what comes next. It's about communicating honestly, listening carefully, providing context, and helping people understand where to focus today.
