Leading through Uncertainty: Slowing down, asking questions and showing authenticity

Which unexpected turn in your career has shaped you into the leader and adviser you are today? And how does that experience help you deal with uncertainty?

"In my role as a manager at a listed company where I was commercially responsible, a working team leader, had to build a team, train people and navigate a complex stakeholder landscape, I initially thought I could simply work through my list of tasks.

The biggest unexpected turn in my career came when I made the step from consultant to manager within that corporate environment. I went from a clear, defined role to a position where everything converged: commercial targets, team dynamics, culture, training, stakeholder expectations and daily pressures. I thought I could 'manage' it with structure and hard work, but that proved not to be the case.

To demonstrate strong leadership, I didn't need to develop something entirely new. I needed to activate something different: my ability to create space for what was happening beneath the surface, to allow authenticity and not try to carry everything myself. By trusting more in my intuition, my people and dialogue, there emerged greater calm, trust and impact.

That period has shaped me into who I am today as a leader and adviser. I've learnt that leadership isn't about control, but about presence, honesty and having the courage to carry uncertainty."

Which leadership quality do you consciously deploy when circumstances change or become complex? And how do you see that reflected in your work with clients and candidates?

When situations become complex, I naturally tend to work harder and pick up the pace, driven by the need to maintain control. But it's precisely in those moments that I consciously deploy a different quality: I slow down, ask for help and actively seek out others' perspectives. By zooming out and collaborating with colleagues, for instance, space emerges to see the challenge more broadly and arrive at better choices.

A second quality I consciously employ is daring to acknowledge when something isn't working as I'd like, or when I simply don't know. Anything is better than pretending you have the answer. It opens up dialogue and creates trust precisely by showing vulnerability.

In my work with clients and candidates, I see this approach reflected directly: people experience me as sharp, but also honest and approachable. By not glossing over uncertainty but acknowledging it, space emerges for genuine conversations about expectations, dilemmas and the undercurrents that are often decisive. It's precisely this that makes my guidance in complex situations stronger.

In which area do you want to grow or experiment further this year, precisely because it's still uncharted territory?

I'm 38 and fortunately I still have a great deal to learn and grow, both professionally and personally. I'm in a commercial role with significant responsibilities, and as a person, I want to do well. At the same time, alongside my role as partner at Odgers, I have many other roles that are important to me: partner at home, mother of two young sons, daughter, sister, aunt and friend. I derive great pleasure and energy from all these roles, but together they also demand a lot from me.

That's why I want to grow this year in creating more control and balance: learning how to combine the various balls I want to keep in the air, both work and personal, with greater calm and realism. Not by working even harder, but by choosing more consciously where I want to be and what I want to project.

Additionally, I want to develop further as a thought leader. On various topics within leadership and executive search, but especially on matters that make my heart beat faster: guiding and strengthening (young) female executives. That means I'll need to take the stage more often, make my voice heard, take a position, write articles, speak or seek out new forms of dialogue. Daunting, but necessary to make an impact in a way that aligns with who I am and how I view leadership.

The power of authenticity

Rosanne's story demonstrates that the strongest leaders aren't those who have all the answers, but those who dare to slow down, dare to ask questions and dare to show authenticity. Leading through uncertainty requires presence, not perfection.

The fact that she's now seeking greater balance herself whilst wanting to amplify her voice for female leadership? That doesn't make her less credible, quite the opposite. At Odgers, we believe the best advisers continue to evolve, continue to question, and bring others along on that journey. That's where genuine expertise begins.

Do you recognise these challenges? Or would you like to discuss leadership in uncertain times or strengthening female talent in your organisation? Get in touch with Rosanne.