How to Lead When Things Feel Increasingly Out of ControlSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoStrategy|How to Lead When Things Feel Increasingly Out of ControlSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgCLEARSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoStrategyHow to Lead When Things Feel Increasingly Out of Control by Eric Solomon and Anup SrivastavaNovember 26, 2025Andriy Onufriyenko/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintA few weeks ago, a senior manager at a global technology company we work with burst into tears mid-meeting. For months, she had been fighting fires and chasing one AI update after another, rewriting roadmaps every week as new tools arrived. That same morning, she had stepped out of a call where the CFO confirmed that a restructuring would almost certainly eliminate many of her team members’ roles. Minutes later, one of her direct reports had asked her, “Am I going to have a job in six months?” By the time she joined our leadership session, the weight of pretending she had answers had become too much, and the emotions spilled out.ESEric Solomon has been working at the intersection of psychology, technology, creativity, culture, and business for nearly 30 years. He has held executive leadership positions for the top technology brands in the world, including YouTube, Spotify, and Instagram. He now heads The Human Operating System, an advisory platform for human-centric business strategies. He’s also an adjunct professor at Fordham University’s Gabelli School of Business.Anup Srivastava  holds Canada Research Chair in Accounting, Decision Making, and Capital Markets and is a professor at Haskayne School of Business, University of Calgary. He is incoming editor-in-chief of Contemporary Accounting Research, an FT-50 Journal. In over 50 articles in Harvard Business Review and California Management Review, he examines the management implications of digital disruption. He specializes in the valuation and financial reporting challenges of digital companies.PostPostShareSavePrintRead more on Strategy or related topics Managing uncertainty, Strategic planning, Government policy and regulation and Generative AIPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesAccount FAQHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2025 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

The article, “How to Lead When Things Feel Increasingly Out of Control,” authored by Eric Solomon and Anup Srivastava, presents a compelling case for leadership strategies in environments characterized by profound disruption and uncertainty, particularly within the context of rapidly evolving technology like artificial intelligence. The piece centers around a specific, illustrative scenario – a senior manager grappling with a confluence of stressors: persistent reactive firefighting related to AI updates, confirmed team restructuring, and a direct report’s anxieties about job security. This situation immediately establishes a key theme: the immense psychological burden leaders face when confronted with uncontrollable circumstances.

Solomon and Srivastava argue that traditional approaches to leadership, predicated on detailed strategic planning and predictive forecasting, become largely ineffective when the future is fundamentally unknowable. The core of their argument rests on the recognition that leaders in these turbulent periods must shift their focus away from attempting to control the uncontrollable and toward managing the human element – the emotional state of their teams and their own. They posit that a leader's primary responsibility becomes facilitating a sense of stability and purpose within a chaotic landscape.

The authors delve into several key strategies for achieving this. First, they advocate for what they term “operational resilience,” which is not merely about having contingency plans, but about cultivating a culture of adaptability and experimentation. This involves empowering teams to develop quick, low-cost solutions while maintaining a flexible framework for responding to new information. Second, the article emphasizes the importance of transparent and honest communication, even when delivering difficult news. While avoiding false assurances, leaders must acknowledge the uncertainty and provide regular updates as they become available, reinforcing the notion of shared understanding. Openly discussing concerns and anxieties, as exemplified by the direct report’s question, can mitigate feelings of isolation and empower team members to contribute constructively.

Furthermore, Solomon and Srivastava highlight the need for leaders to prioritize individual well-being. They stress the importance of recognizing the emotional toll of constant pressure and encouraging team members to seek support when needed. This can include implementing practices like regular check-ins and fostering a culture where vulnerability is accepted, not penalized. The piece subtly critiques the prevailing culture of “hustle” and encourages leaders to model a more sustainable approach to leadership.

The article’s focus on operational resilience and managing psychological dynamics reflects a growing recognition of the limitations of traditional strategic frameworks in the digital age. The authors don’t present a prescriptive roadmap, but rather offer a framework for how leaders can navigate uncertainty by shifting their priorities from control to influence – specifically, influencing the emotional landscape of their teams. This emphasis on human factors within technological disruption represents a valuable contribution to the discourse on leadership in an era defined by rapid change and an abundance of information. It’s a reminder that strategic success in the face of chaos depends not just on brilliant plans, but on the capacity of leaders to inspire and support those executing them.