Leading through change and uncertainty: Insights for all business leaders

“There is nothing more certain and unchanging than uncertainty and change.” - John F Kennedy

For business owners and leaders, uncertainty isn’t new - it’s part of the job. But today’s pace of change, especially driven by AI and emerging technologies, feels faster and more disruptive than ever before.

In our conversations with leaders of all kinds of organisations across New Zealand, one theme is clear; it’s getting harder to balance short-term profitability with long-term relevance. Leaders are feeling the pressure to adapt, stay competitive, and at the same time want to build people-centric workplaces where teams can thrive, and ultimately businesses that succeed.

It’s a complex challenge, which is why we turned to John Fraser-Mackenzie, CEO at the EMA (Foundation Partner of Best Places to Work™) for his advice. As the unapologetic champions of kiwi ambition, the EMA advocates for employers and arms them with the training, wisdom, and connections to secure their future.

Here is John’s take on leading through uncertainty.

Take a ‘vision board’ approach to conversations

In his role at the EMA, John has a front-row seat to the realities of doing business in New Zealand in 2025 - what’s working, what’s not, and what’s changing. One question he is asked a lot is; When will things be back to normal?

His response? It’s time to stop waiting for “normal” to return and time to start focusing on what’s next.

Instead of being anchored in today’s problems, John encourages leaders to lift the conversation. Like a vision board brings goals into focus, leaders should engage their teams in future-focused dialogue:

Where are we going?
What are we building together?
What does success look like?

People find energy in purpose, not just plans.

Balancing optimism with reality with the Stockdale paradox

In his book Good to Great, Jim Collins introduces the Stockdale paradox, a mindset drawn from Admiral James Stockdale, who survived horrific conditions as a prisoner of war. His secret? A paradoxical blend of unwavering faith and brutal realism.

The survivors accepted the brutal facts of their situation and believed they would prevail. Stockdale observed that both the deeply pessimistic and the overly optimistic struggled.

John believes that this mindset is essential for leadership today. We must acknowledge the challenges in front of us while continuing to anchor teams in purpose, mission and vision. Leaders should be transparent, realistic, and consistently celebrate success, however small.

The four things your people want

John observed that no matter the industry or economic climate, people tend to want the same things at work. These are best summed up by business consultant and author Marcus Buckingham, in reverse order of priority:

To be paid fairly

To feel appreciated

To understand how their work contributes to a bigger purpose

To use their strengths every day

If items 1-3 are not in place, then number 4 (to be paid fairly) becomes number 1. John’s advice is to first focus on strengths, purpose, and recognition - if you get those right, fair pay becomes a baseline, not the real motivator.

This shift moves people from transactional thinking to purpose-driven engagement. It’s not about undervaluing compensation, it’s about making sure the biggest driver of motivation is belief in the mission, not just the paycheck. This results in higher engagement and more discretionary effort.

In an era where change is constant, the best leaders aren’t those who predict the future, but those who inspire their people to shape it. That starts with vision, connection, and the courage to lead with people at the centre.

You don’t need all the answers

Leading through change and uncertainty isn’t about having all the answers. It’s about asking the right questions, staying grounded in purpose, and creating environments where people can thrive, regardless of the landscape. As business in 2025 and beyond continues to evolve, the organisations that will stand out are those that are led by people who embrace both challenge and opportunity with clarity, compassion, and courage.

Now more than ever, great leadership means putting people first - because when your people thrive, your business follows.

Discover how an EMA membership can support your business—and your people.

And if you want to understand what helps your people thrive, start with the Best Places to Work™ Employee Engagement Survey. It gives you clear insights into what your team needs to stay engaged, motivated, and performing at their best. Available for purchase until 30 May, with completion due by 14 June.