One of my mentors once told me, “The real leaders come out when things get hard.” This simple statement has stayed with me, shaping how I show up as a leader during difficult times. From navigating the chaos of COVID-19 to weathering budget freezes and organizational uncertainty, I was always aware of the responsibility of leaders to show up authentically, transparently and often during tough times.
Having recently watched Wicked, I was reminded that leadership is not about the persona we project but the actions we take. The person behind the curtain may wield power, but without presence, accountability, and authenticity, leadership becomes hollow.
Leading during tough times is challenging. Everyone looks to you for answers, even when you may not have them. Middle management often feels this pressure from both sides—you’re managing expectations from your manager and those you lead. Decisions made above your “pay grade” may not always make sense, and your team looks to you for clarity and guidance. It puts us all in challenging positions of when and what to share.
One of my go-to phrases during such moments has been: “I will always tell you what I can tell you, when I can tell you.” This mantra has helped build trust while navigating uncertainty. Once, while teaching a leadership class, someone asked if this phrase might come across as withholding information. My response was that trust is foundational. Sometimes, as a leader, you can’t share everything immediately. When you do communicate, your team needs to trust that what you’re sharing is thoughtful and accurate. In tough times, the timing and content of communication are critical to maintaining trust.
The Communication Trap
One of the biggest mistakes I see leaders make during difficult times is a failure to communicate effectively. When communication fails, people fill the void with their own narratives—fictional stories cobbled together from half-truths and speculation. This is a recipe for disaster.
To combat this:
Be honest. Share what you know, even if it’s limited.
Acknowledge the unknowns. If you don’t have answers, say so.
Bread-crumb clarity. While you may not have the full picture, share what’s immediately relevant and isn’t likely to change. For example: “We don’t know what next year looks like, but here’s what we’re doing in the next month.”
What Teams Need
In uncertain times, people need hope, clarity, and empathy from their leaders. Hope doesn’t mean pretending everything is fine—it’s about letting people know they’ll be okay, even if “okay” looks different from today. It’s also about caring for the people – even when it means making tough decisions. As Brené Brown wisely says, “Clarity is kindness.” Communicating openly, even when delivering tough news, is an act of care. Doing so with care and kindness is key.
1. Clarity and Transparency
Honesty is your most powerful tool. Be real about challenges and what you’re doing to address them. People have an excellent radar for insincerity (cough – bullshit). If you’re lucky, they’ll call you out—use that as an opportunity to build trust, not defensiveness. If someone challenges you, be glad they trust you enough to challenge you. The worst thing you can have around you is smiles to your face and whispers behind your back.
2. Empathy and Support
Understand the emotional toll of uncertainty. Sometimes, the best thing you can do is listen. “This sucks” can go a long way. Sometimes, acknowledging that things will be uncertain for a while is the little bit of clarity that people need.
3. Values-Based Decisions
Tough times don’t last, but your values should. Define your “North Star” and use it to guide decisions. When you are struggling to decide – use your values as your “elastic wall” – throw your question or situation against the values wall and see what comes back to you.
Leading with Integrity
When I earned my MA in Leadership, I learned that effective leadership isn’t about having all the answers—it’s about showing up authentically and creating space for others to thrive and creating trust. Your willingness to communicate openly, stay grounded in your values, and care for your team will define how they experience and remember these challenging times.
In the end, it’s all going to be okay.
It was great to see some cluster hiring in career education/WIL. Institutions like Humber and Durham are investing in student outcomes with multiple positions this week. This week’s roundup includes 25 opportunities across Canada, highlighting the importance of continued investment in student experiential learning and career readiness—even in challenging times. It’s a sign that many leaders are playing the long game, centring the student experience in their decisions.
Final Thoughts
For all the leaders out there navigating trying times: remember that leadership isn’t about being perfect—it’s about being present. Communicate honestly, root your decisions in values, and inspire hope in those around you. Tough times don’t last, but the impact of a strong leader does.
If you’re ready for your next chapter, take a look at this week’s roundup of opportunities and find your “what’s next.”
Weekly Roundup: Career Opportunities Across Canada (25 Positions)
British Columbia
- Manager, Student Support
University of Victoria (UVIC)
Apply here | Closes: Dec 6, 2024
- Team Coach
Royal Roads University
Apply here | Closes: Dec 18, 2024
- Instructional Assistant – Education & Career Planning (EDCP)
Camosun College
Apply here | Closes: Dec 5, 2024
- Program Coordinator, Corporate Sales and Training
Okanagan College
Apply here | Closes: Dec 16, 2024
Alberta
- Manager of Graduate Student Engagement
University of Lethbridge
Apply here | Closes: Dec 6, 2024
- Supervisor, Academic Advising & Career Services
NAIT
Apply here | Closes: Jan 6, 2025
- Experiential Learning Team Lead
University of Alberta
Apply here | Closes: Dec 26, 2024
- Employment Specialist
Mount Royal University
Apply here | Closes: Dec 6, 2024
Ontario
- Employment Services Consultant – Orangeville
Georgian College
Apply here | Closes: Dec 5, 2024
- Career and Student Success Advisor (5 Positions)
Humber College
Apply here | Closes: Jan 6, 2025
- Student and Employer Engagement Coordinator (15-Month Term)
Durham College
Apply here | Closes: Dec 6, 2024
- Employment Coach
Durham College
Apply here | Closes: Dec 6, 2024
- Career Coach
Durham College
Apply here | Closes: Dec 6, 2024
- Student Engagement Liaison (ECE)
Durham College
Apply here | Closes: Dec 4, 2024
- Co-op Employer Liaison
Trent University
Apply here | Closes: Jan 3, 2025
- Work-Integrated Learning (WIL) Project Supervisor
Lambton College
Apply here | Closes: Dec 20, 2024
- Associate Director, Professional Development Institute
University of Ottawa
Apply here | Closes: Dec 13, 2024
- Associate Vice-President, Innovation, Partnership & Entrepreneurship
University of Ottawa
Apply here | Closes: Dec 16, 2024
- Employer Relationship Developer
Western University
Apply here | Closes: Dec 12, 2024
- Partnership Development Manager
Western University
Apply here | Closes: Jan 31, 2025
- Experiential Programming & Outreach Coordinator
McMaster University
Apply here | Closes: Dec 11, 2024
- Co-op Advisor (1-Year Term)
University of Waterloo
Apply here | No closing date provided
- Co-op Service Specialist (1-Year Term)
University of Waterloo
Apply here | No closing date provided
- Program Coordinator, Business Development & External Partnerships
University of Toronto (St. George Campus)
Apply here | Closes: Dec 18, 2024
Nova Scotia
- Clinical Coordinator
Acadia University
Apply here | Closes: Dec 13, 2024