Core Competencies for Leading Through Uncertainty
December 19, 2025
In a world where change is the only constant, leaders no longer have the luxury of relying exclusively on tried-and-true formulas. They need to learn how to navigate ambiguity and move forward even when they don’t know what all the variables are.
For Kevin J. Johnson, a professor in HEC Montréal’s Department of Management, leading in uncertain times takes decisiveness and courage. “The more turbulence you encounter, the more stressful a situation becomes, and the greater the likelihood that you’ll freeze up when you have to make a choice,” he says. In circumstances where leaders have to deal with incomplete, contradictory or shifting information, waiting for the perfect solution to come along can be unrealistic.
It is important to tap into your strategic, managerial and organizational insights to be able to forge ahead, even in rocky terrain. This is one of the focuses of Executive Education HEC Montréal’s MBA Essentials program where Johnson teaches. “It’s about more than imparting knowledge; it’s about training professionals to use their judgment,” he says.
Looking at the big picture beyond silos
In an increasingly hyperspecialized world, leaders must learn how to think laterally, he stresses. “This complex form of thinking makes it possible to incorporate and prioritize key information from various areas within the organization and use it to make timely decisions with agility.” But this is entirely contingent on the ability to read and interpret the prevailing context and exercise discernment.
To achieve this, managers have to look inward and show interest in what their teams are experiencing as well as outward to the broader world. They need to be able to decipher the economic, geopolitical and technological environment and gain a deeper understanding of what the specialists in their organization are facing. “By clearly identifying these issues, you can predict what the impacts will be on your decisions and the organization as a whole,” Johnson adds.
Given the sheer volume of information and contradictory signals leaders are exposed to, Johnson stresses the importance of sharpening critical thinking skills. It’s not enough to be able to sift through information, he says. It’s vital to embrace a reflective stance and analyze your decisions carefully, evaluate their potential consequences and adjust your actions accordingly.
Understanding and engaging people more effectively
The ability to work within a team remains foundational to good leadership, especially in times of transformation. “You might have some brilliant ideas, but if you can’t use them to engage others, you’ll be stuck where you are,” Johnson says. Leadership starts and ends with insight into human behaviour — not only the people reporting to you, but all the members of your team.
This also means that you have to factor in the fatigue that sets in when employees are subjected to a barrage of changes, says Johnson. “How do you continue to make work meaningful for them without chipping away at the synergies that are in place, your own fundamental expertise and your collaborative skills?” Johnson considers that this sensitivity to the human side of change is an indispensable leadership competency.
Honing this sensitivity also takes curiosity — one of the best allies a leader can have. “Showing people you are interested in them and their specialities is the best way to ensure they don’t end up working in silos,” he says.
He encourages leaders to broaden their horizons by turning to other industries or organizations for inspiration. “You can’t look at the world through a single lens,” he says. “The very nature of our role as leaders is to consider a range of viewpoints.”
This open-mindedness also fuels what Johnson refers to as “cognitive independence,” or the ability to reflect critically and resist undue influence. Learning to consider a variety of perspectives and see things from different angles makes it impossible to return to a unidimensional approach, he says.
Training as a think tank
To diversify your thinking, you have to educate yourself, read and talk to other people. The MBA Essentials program is built around this philosophy. Participants share ideas and experiences with professionals from organizations of all kinds. Every cohort therefore becomes a true “peer coaching network,” explains Johnson, as members stay in touch after the program has wrapped up — encouraging experimentation and ongoing guidance.
This approach makes it possible to stop and breathe, get a better handle on your own strengths and identify where improvements should be made. “When you’re overwhelmed by noise and turmoil, you need to take a step back and look at everything with fresh eyes. And that is exactly what training is about,” he says.
Learn more
There are many programs in the Executive Education HEC Montréal catalogue designed to help managers get to the next level of leadership. These include the MBA Essentials and Ascension programs, which have been crafted to meet the needs of current and aspiring C-suite professionals. Other courses focus on specific management skills such as helping employees cope with organizational change or communicating more impactfully in sensitive situations.
This article is taken from revue Gestion.