Leading Through Exhaustion and Uncertainty
How do you lead a team through a transition when you, too, are feeling the strain?
At Wayfinder, this question has been top of mind as we navigate a season of change that has tested our resilience in new ways. From our co-founders, Amy and Jim, transitioning to fully remote roles, to adjusting to a new normal in how we connect and collaborate, we’ve faced a series of uphill climbs that have challenged both our systems and our spirit.
As a company built on the foundation of courageous conversations, we’ve never been afraid to acknowledge the messiness of change. But now, as the lights on the dashboard are blinking—metaphorically, of course—we’re learning that resilience isn’t just about powering through. It’s about recalibrating, reconnecting, and finding new ways to lead with empathy and purpose.
In times like these, resilience becomes more than just a buzzword—it’s a necessity.
But resilience isn’t built on urgency and quick fixes. It’s sustained by something deeper: the ability to adapt, bounce back, and lead with empathy. Harvard Business Review's article, Building the Resilient Organization, emphasizes that resilience isn’t simply about enduring a crisis but about creating systems and cultures that allow organizations to thrive through uncertainty. Leaders must cultivate environments where teams feel empowered to take risks and make decisions, even in imperfect conditions. This type of resilience is proactive, not reactive.
As Merete Wedell-Wedellsborg notes in HBR's How to Lead When Your Team Is Exhausted, the initial adrenaline that carries us through crises fades, and we’re left relying on "psychological stamina" to endure the long haul. This is where the real work begins—not in reacting to every new challenge but in setting the stage for sustainable growth. Leaders are responsible for creating that foundation by balancing compassion with containment, showing empathy for the human challenges while keeping teams focused and grounded.
How Resilience Works, another foundational HBR piece, breaks resilience into three essential components: accepting reality, finding meaning in difficult situations, and improvising solutions. At Wayfinder, we’re leaning into this by facing the uncertainty head-on, while also finding purpose in the process. Yes, the road is challenging, but it’s also an opportunity to reshape our approach and build a more resilient future for our team.
Leadership, at its core, is about people.
It’s about seeing your team not just for their productivity but for their humanity. How Resilience Works highlights that resilient people and organizations don’t just survive transitions—they grow through them. Leaders must guide their teams by not only navigating the logistical aspects of change but also recognizing the personal contributions and strengths that emerge during challenging times.
