Too many leaders try to eliminate grey by rushing to premature certainty. They issue blanket policies or make bold declarations that later unravel. This erodes confidence and leaves teams confused. A more effective approach is to admit what you don’t know, to frame the uncertainty honestly, and to keep people informed as the situation develops. That transparency creates resilience and reassures people that they are not being left in the dark. There is strength in saying: “Here’s what we know, here’s what we don’t.

A pause allows the prefrontal cortex (the thinking part of the brain) to re-engage. That means decisions made after a pause are more likely to be thoughtful and constructive. Emotionally intelligent leaders use pauses in many ways. Before answering a challenging question, giving themselves time to consider tone as well as content. Or in conflict, preventing escalation and modelling calm. They pause in meetings, encouraging others to contribute.

Cultures built on surveillance may achieve compliance, but rarely inspire commitment. They breed anxiety, erode creativity, and push employees into defensive routines designed to avoid blame rather than deliver excellence. Worse, they send a signal of mistrust that lingers far longer than any performance report. Trust-based cultures also build resilience. In times of uncertainty, it is not constant monitoring that keeps organisations afloat.

Cultures built on ego tend to encourage conformity rather than creativity. They reward proximity to power over genuine talent. And worst of all, they leave customers (the very reason the organisation exists) out of the conversation. Staff become consumed with internal politics while competitors quietly seize the opportunity to connect with the market. Over time, this leads to disengagement and turnover.