Leading with uncertainty ultimately comes down to understanding our own fears and becoming comfortable with them. Are we worried that work not getting done reflects poorly on our own performance? Do we miss older forms of communication and worry that we need to overcompensate by over-communicating now that we're away from our desks? Do we fear the unknowns, and so want to reassure ourselves with clarity at every stage of the work process?
Whatever your personal fears are, the truth is that leaders face uncertainty. When we accept our fears as our own, we can start working with them rather than against them.
Fear is a good thing — it prepares us for what could go wrong. But unless we become comfortable with leading from a perspective of fear (by acknowledging and accepting our fears as our own), we can let fear drive our decision making processes. We don't want fear at the steering wheel — we want to be comfortable with fear sitting alongside us in the passenger seat.