Leadership Conversations: Whose job is workplace anxiety? Part 1
In times of uncertainty and change, what leaders say often matters less than whether they say anything at all. Silence, as it turns out, is rarely neutral. In many organisations particularly those that are high‑performing and under pressure – when communication drops away, people tend to fill the gap themselves, often with assumptions that lean towards the negative.
As Stephen Yates and Ben Andrews from The Oxford Group explore in conversation, remaining silent during periods of stress or change can unintentionally amplify anxiety. When leaders step back or delay communication, employees begin to interpret that absence. Questions go unanswered, narratives start to form, and informal conversations take over. In these moments, uncertainty doesn’t stay contained – it spreads.
What’s striking is the idea that impact is always being created, whether leaders are consciously contributing or not. Choosing not to speak, not to check in, or not to acknowledge what is happening still sends a message. And in environments where people are already stretched, that message is often received as disengagement, avoidance or even concern.
The human response to uncertainty is to try to make sense of it. In the absence of clear information, people naturally start to imagine scenarios, test assumptions with colleagues and build shared interpretations. These conversations can quickly take on a life of their own, shaping not only how individuals feel, but how teams operate. What begins as a lack of clarity can evolve into misalignment, reduced trust and unnecessary distraction.
This is why communication during uncertain times is not simply about frequency, but intention. Leaders don’t need to have all the answers, but they do need to remain visible, present and engaged. Even a simple acknowledgement of uncertainty can help to ground teams and prevent speculation from taking hold.
Ultimately, leadership presence is demonstrated as much through communication as through action. Saying something however incomplete creates connection and clarity, while saying nothing risks allowing uncertainty to escalate unchecked.
To hear the full discussion and explore what this means in practice for leaders today, watch the full conversation below.