When leaders make things more predictable for their team, they help them see what will come. It’s an essential move, especially in crises, but useful in almost any situation. Making things predictable doesn’t mean becoming the one who predicts the future. It is how a leader can help reduce uncertainty through sharing information at his disposal, including about actions within his control.

Sharing information relates to things that are known to happen. But as the intention is to reduce uncertainty, explaining what will not happen is just as important.

Everyone is busy interpreting what will happen. We do it to prepare ourselves for it. Becoming aware of existing plans helps us to imagine ourselves in the future. But it also raises questions about our place in it. This may lead to concerns. Addressing these reduces the need for interpretation or worrying about the unsaid. It helps people to prepare.

Sharing such information allows people to feel informed about the future and what their leaders know about it. It contributes to feeling connected with the organization. Through information that addresses their concerns, people experience the care that is available to them, even if it is through knowing what will not happen.

It’s transparency that establishes trust and allows people to relax. As people let go of some of their worries, they also find ways to reconnect with their creativity, focus on their task, and see their contribution to the organization.