Leadership has traditionally been about having a vision, creating a plan, and executing it with precision. However, in today’s rapidly changing world—marked by the climate crisis, geopolitical instability, technological disruption, and economic uncertainty—traditional plans often fall apart. Leaders must now navigate unpredictability, and instead of seeing it as a threat, they can embrace it as an opportunity. This approach, which psychotherapist, spiritual leader, and writer Estelle Frankel calls The Wisdom of the Unknown, is more relevant than ever.
The Illusion of Certainty
For centuries, societies have sought to minimize uncertainty. In the Western world, we buy homes, save for retirement, take out insurance, and meticulously plan careers—all in an attempt to create security. Yet, certainty is an illusion. Disruptions—pandemics, climate disasters, economic downturns—serve as stark reminders that we cannot predict or control everything.
This is particularly difficult for leaders, who are expected to provide clarity and direction. But in times of crisis, leaders must confront the uncomfortable truth: they do not always have the answers. Just like an outdated GPS leading us astray, old strategies no longer guarantee success. Admitting uncertainty can feel like failure, yet within it lies immense potential—the opportunity to develop that Estelle Frankel calls The Wisdom of the Unknown.
Asking the Right Questions
When traditional roadmaps fail, what should leaders rely on? According to Frankel, the key is to cultivate meaningful questions and come back to them again and again. In leadership, these questions become essential tools for navigating crises:
- Who am I as a leader in this moment?
- What does this crisis require of me?
- How can I stay true to my values while making difficult decisions?
- How can I serve both my organization and the greater good?
Questions like these encourage resilience, adaptability, and ethical decision-making. Rather than seeking immediate answers, leaders must embrace inquiry as a practice—one that fosters wisdom and innovation.
Mindful Leadership in Times of Crisis
Sitting with uncertainty requires mindfulness—an approach that has already made its way into leadership training. But what does it mean to lead mindfully, especially in times of upheaval? And what impact can mindful leadership have?
One of the key figures in the Mindful Leadership movement is Janice Maturano, former Vice President at General Mills. Maturano (2015, p. 24) describes a mindful leader as someone who “embodies leadership presence by cultivating focus, clarity, creativity, and compassion for the benefit of others.”
For Maturano, mindfulness means being fully present with whatever is happening—without clinging to expectations or resisting reality. Mindfulness fosters self-awareness, authenticity, and meaningful communication, which are all critical during times of crisis. According to Maturano, it is a foundation for leadership excellence. Mindful leaders make ethically sound decisions, act with integrity, and consider the broader impact of their choices—not just for their companies, but for society and the planet.
Why Mindfulness is Challenging for Leaders
Despite its benefits, mindfulness is not easily integrated into modern leadership, particularly in high-stakes situations. Several societal trends work against it:
- Digital Distractions: The ability to be present is constantly challenged by technology. Leaders are expected to be available 24/7, responding to crises in real time. However, real wisdom requires stepping back and creating space to think clearly.
- Information Overload: The constant flood of data and analysis can overwhelm decision-making. In crisis scenarios, leaders must learn to filter out noise and focus on what truly matters.
- Pressure for Immediate Results: Whether it’s meeting climate targets, addressing social justice concerns, or handling financial instability, leaders face immense pressure to deliver fast solutions. However, real change often requires patience, deep reflection, and long-term vision.
These factors push leaders toward reactive, short-term thinking. But in uncertain times, the ability to pause, reflect, and make conscious choices is what differentiates true leadership from mere crisis management.
Embracing the Unknown as a Leadership Strength
The world is evolving faster than ever, and with it, new opportunities emerge. When old patterns fail, leaders have a choice: resist the unknown or embrace it as a catalyst for innovation. This is a key lesson from Joseph Campbell’s Hero’s Journey: when the hero steps into the unknown, they grow—not because they have a pre-set map, but because they trust in the unfolding path.
Like heroes in archetypal stories, leaders who embrace uncertainty can shape the future. This requires developing negative capability—the ability to stay in ambiguity without rushing to closure. Too often, leaders seek immediate answers to maintain control, but wisdom often requires patience. There are times when leaders must walk through metaphorical darkness before the next step becomes clear.
Courage, Fear, and Leading Through Crisis
Navigating uncertainty takes courage. Fear is a natural response, but it is also where growth happens. If the unknown scares us and we lack courage, we remain stuck in familiar patterns—even when they no longer work. To lead effectively in a world of crises, leaders must cultivate an open field of awareness, letting go of rigid expectations. The world is neither good nor bad—it simply is. Leadership in crisis is not about controlling outcomes, but about adapting and responding wisely to whatever arises.
In the face of climate disasters, political instability, and economic upheaval, the role of a leader is not to eliminate uncertainty but to navigate it with integrity. As Estelle Frankel reminds us: Stop fighting the unknown. Embrace it. There is nothing else.
References:
Frankel, E. (2017). The Wisdom of Not Knowing: Discovering a Life of Wonder by Embracing Uncertainty. Shambhala.
Maturano, J. (2015). Mindful Leadership. A Path to Mindful Leadership Competence. Arbor.
Dr. Barbara Kump 