With so much uncertainty in the air, we asked a few of Intersol’s professional facilitators: “ What tips would you give teams trying to plan for the future amidst so much uncertainty?” Here’s what they had to say.

Ezanne Swanepoel

One of the most helpful things a team can do in times of uncertainty is stop trying to predict one perfect future and instead build the capacity to respond well to multiple possible futures.

Too often, teams become paralyzed because they are waiting for certainty before they act. In my experience, the stronger approach is to get clear on what is stable, what is changing, and what principles should guide decision-making no matter what happens next.

I encourage teams to focus on three things: shared clarity, strategic adaptability, and honest conversation. When people understand the broader context, feel safe naming risks and tensions, and are aligned on what matters most, they are far better able to move forward with confidence, even when the road ahead is still unfolding.

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Julie Fillion

During uncertain times, it’s helpful to complement traditional long-term planning with flexible, shorter-term planning.  A three-year strategic plan is still valuable, as it provides a short list of key areas of focus and high-level direction, but  the value of this exercise lies in the conversations more than in the plan itself: through conversations, organization members take stock of trends impacting their business, discuss what matters most and determine how best to create value.

Amidst uncertainty, it’s important to keep the communication going and to focus on short-term, flexible, scenario-based planning. Consider key trends and uncertainties along with potential impacts if a trend goes one way versus another.  Make several scenarios regarding possible outcomes.  Select projects that will add value regardless of which scenario unfolds.

Most importantly, implement a process to review this on an ongoing basis and keep channels of communication open.

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Marc Valois

When uncertainty is as high as it is right now, the goal of planning shifts from predicting the future to being ready for multiple futures. Planning is not about getting it right; it’s about getting ready for many possibilities. A good plan creates options, adaptability, and shared understanding. This reduces anxiety and gives teams permission to work with uncertainty instead of fighting it.

So how do you do this? First, encourage focused, ongoing environmental scanning, over endless information gathering. Consider what’s changing that could materially affect you or challenge your current assumptions. Most plans fail not because of bad analysis, but because of unexamined assumptions.

Next, have teams surface what must be true for the plan to succeed, what assumptions will continue, and what they’re assuming will not happen, then test those assumptions. Use simple scenario thinking, identifying 2 to 3 major uncertainties that matter most. Then, create 3 to 4 plausible futures, not best or worst-case scenarios, just different ones. Focus discussions on the implications of each: what opportunities emerge, what risks increase, and what capabilities become more important?

Finally, build contingencies – a core plan for what to do if things unfold roughly as expected, as well as contingency plans, or pre-thought responses if conditions shift, with clearly defined trigger points for action.

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Not sure where to go from here? Please reach out. Our experienced consultants have helped teams facing all sorts of change and uncertainty over the decades and would be happy to help.