Why we’re all craving certainty and belonging during uncertain times

Human brains are wired for certainty and belonging, so it’s no wonder many of us are struggling right now.

The World Economic Forum has named geoeconomic confrontation as its number one global risk for 2026*, and geopolitical uncertainty is having a direct impact on costs and confidence in UK businesses.

At the same time, organisations are experiencing rapid change in the race to adopt AI, and many employees are questioning what their roles will look like in a few years’ time, or whether there will still be a role for them at all. Seeing the way that US tech companies are treating their employees during mass layoffs can lead us wondering: will anyone actually care?

The thing is, geopolitical uncertainty is one big business risk. Not investing enough in AI and getting left behind in the rush for automation and efficiency is another. But when organisations aren’t careful about how they lead their people through change, they’re creating another big risk: losing the trust of their employees, just when they need it most.

This year’s IC Index (an annual survey of UK employees) highlighted how trust in CEOs/most senior leaders has fallen 9 points in the last year, against a backdrop of constant change and uncertainty*. And yet trust is exactly what you need to move fast, adapt and thrive in an uncertain world. It’s what convinces people to follow you when the future is uncertain, what makes employees feel safe to experiment and what keeps them motivated to put in extra effort when the stakes are high.

That’s why I believe that building a high-trust organisation could be what sets you apart in a rapidly changing world. You might not have all the answers, but you can be a source of honesty, predictability and empathy in a world where these qualities seem hard to find.

How writing with AI affects connection and trust

A few weeks ago I wrote on LinkedIn about how using AI tools had dented my writing confidence. It’s clearly not just me, as hundreds of you commented on the post, taking its reach to more than 80,000 views. Like me, many of you are worried about how the ease of using tools like Claude and ChatGPT have made it harder for you to write from scratch (I’m determined to get my writing mojo back, but I’ll admit that writing this newsletter took much longer than it would have done five years ago).

But the comments revealed a bigger story, one that links to my earlier point about human connection. Many people spoke about how they were turned off by people and organisations churning out generic AI copy, and how they’re craving more human authenticity in the writing they see online.

And I think it’s time for organisations to take note: that human connection between you and your employees and stakeholders is the foundation of trust. While using AI to write your leadership comms and website copy might save you time, damaging your most important relationships could come at a high price.

Turning your anchor days into an 'IRL' experience

In another sign that people are desperate for human connection, the trend for IRL (in-real-life) experiences seems to be everywhere at the moment. Whether it’s people turning off dating apps in favour of in-person events or consumers looking for in-person ways to engage with their favourite brands, it seems people are desperate for a chance to get off their screens.

It got me thinking: how can we apply this trend at work? Are we being intentional enough about how we plan our anchor days and away days to create powerful experiences that drive connection, belonging and collaboration in a hybrid world? In my experience, even small things make a difference, like a shared coffee break, trying out a new activity together or taking time to celebrate recent wins.

Leading well during change and uncertainty

Of course, leading during change and uncertainty puts a huge amount of strain on leaders themselves, and leaders crave certainty and belonging just as much as everyone else.

What gives you clarity and a sense of connection when life and work is uncertain?

For me, the two things that help me navigate change are time to think and a sense of connection to others.

Last month, a solo trip to Denmark gave me the time and space I needed to think clearly about a lot of change in my career and home life this year. And I’ve prioritised time with family and friends: reliving my childhood at a concert with my sister, looking after my mum who was recovering from an operation and connecting with former colleagues over coffee.

Last night, a line in a book stood out to me: “The worst storms make the best sailors.” It doesn’t look like the world is going to calm down anytime soon, so the best we can do is learn (and help each other) to sail.