Leadership in Times of Uncertainty: What Leadership Development Must Achieve Today

When an organization has to adapt to new circumstances within a matter of weeks, leaders face a particularly challenging situation. Jacqueline Gestach was head of Leadership and Competency Development at Credit Suisse when the news of the takeover by UBS broke. In this interview, she explains what targeted support can look like during a period of great uncertainty—and what organizations can learn from this about leadership in turbulent times.

A shock for many employees

«Credit Suisse had been in crisis for some time, and we were used to changes and shifts in direction. However, with the announcement of the takeover by UBS, it quickly became clear that this was not a typical transformation,» explains Gestach. For many employees, the news came as a shock. Managers had to guide their teams through a period of great uncertainty, ensure stability in day-to-day operations, and at the same time make decisions even though key factors on which to base those decisions were still unclear.

For Gestach, as the person responsible for leadership and competency development, the situation was clear: leadership development creates the greatest value when it is consistently aligned with an organization’s strategic priorities and actual challenges. With the acquisition, these shifted within a matter of days.

A Flexible Three-Pillar Model as a Solution

Within a few weeks, a leadership portfolio was developed to provide targeted guidance to executives during the first few months of the integration. The goal was to help them remain capable of taking action even amid high uncertainty, make well-informed decisions, and provide direction. The portfolio was based on a flexible three-pillar model, whose individual components were deliberately designed to complement one another and could be combined depending on role, specific challenges, and individual needs.

Under the heading «Thought Provoking,» new perspectives were deliberately highlighted. External speakers helped participants contextualize developments, challenge existing assumptions, and view complex leadership situations from a different angle. «Practical Advice» addressed specific leadership issues arising from integration—ranging from communication and prioritization to decision-making and dealing with uncertainty. The focus was on guidance that could be immediately applied in day-to-day leadership situations. The «Exchange Platforms» provided moderated spaces for discussion among leaders. Especially in a situation where many faced similar challenges, diverse experiences and perspectives proved to be a valuable complement to participants’ own decision-making.

The portfolio was supplemented by flexible learning formats and a central Leadership Learning Hub, which consolidated all content and resources in one place and made them easily accessible.

Relevance Over Speed

When asked about the key factor for success, Gestach emphasizes: «Speed was important because executives needed support within a very short time. What was crucial, however, was that this support be relevant: It had to address the executives» specific questions and be immediately applicable to their day-to-day management tasks.” Teamwork was equally important—different perspectives, open dialogue, and a willingness to critically examine ideas were essential prerequisites for viable solutions.

The response to the new program was overwhelming: Within the first few months, the program had already attracted over 5,000 participants. Participants particularly appreciated the immediate relevance of the content and the opportunity to reflect on specific leadership issues together with other executives.

Leadership in the Face of Uncertainty as the New Normal

The integration of Credit Suisse into UBS has brought to light a trend that shapes many organizations today: leading in the face of uncertainty has become part of everyday management. «In this context, providing direction does not mean having answers to every question. Rather, it is about making decisions transparent, establishing clarity on priorities, and conveying stability even when many issues remain unresolved,» says Gestach.

As a result, the focus of leadership development is also shifting. What is needed are leaders who can assess developments, set priorities, make well-informed decisions, and provide direction.

Takeaway for HR Managers

Experience with integration shows that effective support does not begin with programs, but with a deep understanding of the business and the realities of leadership. HR work delivers its greatest value when it is consistently aligned with an organization’s strategic priorities and the actual challenges faced by its leaders. Those who develop solutions based on this understanding—solutions that support leaders in their specific situations—create sustainable value—for leaders, their teams, and the entire organization.

Source: www.beerligroup.ch.