Finding rhythm, rebuilding trust, and leading with compassion in uncertain times
By Deborah Stallings, MA, SHRM-SCP
Recently, my community experienced an earthquake. It lasted only a few seconds, followed by a brief tremor under our feet. In that moment, everything felt uncertain. For a few seconds, the ground we trust to hold us steady seemed to shift.
Leaders and teams across America are feeling a similar kind of quake. The economy wobbles. Cash flow tightens. Plans are disrupted. Roles blur. Trust feels fragile. Integrity is tested. And people everywhere are tired, anxious, and stretched thin.
What happens when so much feels outside of our control? What do we do when the ground moves beneath us?
We return to what centers us.
The Calm in the Chaos
In moments of instability, calm is not a denial of the storm. It is a response to it. Calm is the practice of choosing peace amidst life’s storms and challenging circumstances. It is the CEO taking a breath before sending that urgent email. It is the manager who pauses to ask a team member, “How are you holding up?” instead of only asking for results. It is the human resources director creating space to celebrate wins and work to resolve chaos.
Calm is not silence. It is an intentional presence.
For some, calm comes through prayer or a devotional life. For others, it may be meditation, journaling, exercise, or therapy. Emotional balance is not a luxury in leadership; it is a necessity. When our minds are centered, we lead with clarity instead of fear, compassion instead of control, and courage instead of reactivity.
Clarity: The Light in the Fog
In business and in life, confusion is the enemy of progress. When communication is inconsistent, accountability is vague, and decision-making is reactive, we create more stress for our teams and ourselves.
Clarity is compassion in action. It tells people where they stand, what matters most, and how their work connects to purpose. It helps teams move from reaction to rhythm.
At HR Anew, we refer to this process as the Four A’s of Change: Awareness, Alignment, Action, and Adaptation.
- Awareness involves recognizing the need for change and acknowledging it honestly.
- Alignment ensures people know their roles and responsibilities.
- Action means following through with focus and transparency.
- Adaptation is learning from what worked and what did not, then refining.
These four steps give structure to uncertainty. They turn chaos into cadence and intention into impact.
Courage: The Strength to Move Forward
Courage in leadership is not about being fearless. It is about being faithful to the mission, to the people, to our clients and customers, and to the truth of what needs to change. Courage requires humility, honesty, and heart.
It means admitting when something is not working and facing the discomfort of necessary conversations. It means staying steady when others lose confidence and being willing to slow down so the team can move forward together.
True courage is quiet strength guided by purpose.
“When we are no longer able to change a situation, we are challenged to change ourselves.”
— Viktor Frankl
When Trust Trembles
In his book The Speed of Trust, Stephen M. R. Covey reminds us that trust multiplies speed and reduces cost. When trust is high, decisions move faster and communication flows freely. When trust is low, every conversation takes longer and costs more, emotionally and financially. The principle is simple but profound: the speed of business is the speed of trust.
Change reveals the strength of trust. When people feel undervalued, excluded, or unclear about their role, trust weakens. Sometimes it is not intentional. We step on each other’s toes. We make decisions too quickly. We forget to communicate the why. We assume understanding when we should have asked questions.
The result is a breakdown in alignment and connection. Accountability fades, engagement drops, and turnover rises.
Trust is not a soft skill. It is a leadership strategy.
As I often share in my work, trust is the soil where change takes root and culture grows.
Covey wrote, “Trust is the one thing that changes everything.”
Leaders cannot move at the speed of change without also moving at the speed of trust.
How Teams Move Through Change
Psychologist Bruce Tuckman introduced the concept of Forming, Storming, Norming, and Performing in 1965 to describe the stages through which teams develop over time. His research showed that every team must pass through these natural stages before reaching high performance. The storming stage, in particular, is when conflict, confusion, and miscommunication often appear, not because people are failing, but because they are learning how to work together through trust, clarity, and accountability.
Every team travels through these seasons. The storming stage can feel messy, especially when roles shift or decisions are made quickly. Yet teams that pause to discuss differences, clarify expectations, and practice empathy move more rapidly through the storming stage into the norming and performing stages.
Teams that survive the storm are those that stay curious rather than defensive. They discuss missteps, make repairs quickly, and hold each other accountable. They make respect a rhythm, not a reaction.
To lead a team through change, focus on rhythm. Create consistent meetings or huddles. Clarify handoffs and ownership. Celebrate progress. Remind everyone that their contribution matters.
What Leaders, HR, and Teams Can Do Right Now
Executives and Senior Leaders
- Proactively share a clear and compassionate narrative about what is changing, why, and how people will be supported.
- Collaborate with key leaders to gain insight and alignment on the impact of decisions.
- Protect culture with the same intention you protect profit.
- Model calm and courage in every communication.
Human Resources and People Leaders
- Provide clarity of roles, accountability, and workflow.
- Create listening sessions before and after the implementation of the change.
- Offer resources for emotional well-being and professional development.
Teams and Individuals
- Communicate openly and assume good intent.
- Speak up early when something feels unclear.
- Recognize one another’s efforts and stay aligned to shared purpose.
Rebuilding Trust and Restoring Rhythm
When the world feels unstable, the greatest gift we can give one another is steadiness.
We rebuild trust by slowing down long enough to listen.
We create rhythm by ensuring every voice has a place in the conversation.
We foster resilience by caring for the whole person, not just the position.
Change will always be a part of life and leadership. But when we practice calm, clarity, and courage, change no longer feels like an earthquake that shakes us apart. It becomes an invitation to grow stronger together.
Closing Reflection
In every tremor, whether physical or emotional, we are reminded that leadership begins with stillness. From stillness, we find clarity. From clarity, we find courage. And from courage, we lead with compassion that makes change not only possible but sustainable.
“Not only so, but we also glory in our sufferings, because we know that suffering produces perseverance; perseverance, character; and character, hope.”
— Romans 5:3–4 (NIV)
“The rhythm of progress is found in listening, learning, and leading with care.”
— Deborah Stallings
If your organization is navigating rapid change and needs clarity, rhythm, and renewed trust, let us connect. HR Anew helps leaders and teams turn disruption into direction and uncertainty into confidence.
References
American Psychological Association. (2024). Work and well-being survey: Employee stress and resilience in uncertain times. https://www.apa.org
Covey, S. M. R. (2012). Leading at the speed of trust: The one thing that changes everything. Free Press.
Frankl, V. E. (2006). Man’s search for meaning. Beacon Press. (Original work published 1946)
Gallup. (2025). The state of the global workplace: 2025 report. Gallup, Inc. https://www.gallup.com
Holy Bible, New International Version. (2011). Zondervan. (Original work published 1978)
SHRM. (2024). Change management in turbulent times. Society for Human Resource Management. https://www.shrm.org
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
World Economic Forum. (2025). The future of jobs report. https://www.weforum.org