The beginning of a year often sharpens things. Expectations meet reality, plans meet uncertainty, intentions meet conditions that cannot simply be ignored.
This year does not start easily either. Economic pressure, political fractures and a noticeable sense of fatigue shape many conversations. Pretending otherwise would be dishonest.
At the same time, the key question is how we deal with this reality. Whether we allow it to define us or whether we consciously take a stance. Not loudly. Not optimistic at any price. But clear, responsible and capable of acting.
Confidence, in this sense, is not a feeling.
It is a decision.
Taking the Situation Seriously
The economic environment is tense. There is no need to downplay that. Uncertainty remains high, investment decisions are cautious, political developments are volatile, and everyday complexity has increased for many organisations.
But turning this into a narrative of powerlessness would fall short. Because this is precisely where the central leadership question of our time begins.
Confidence does not mean that everything will turn out well.
It means refusing to settle into a permanent waiting mode.
When Room for Action Slips Out of Sight
In many conversations, the issue is not a lack of awareness. On the contrary. Risks are well understood. Challenges are clearly named. Numbers are analysed thoroughly.
The more relevant question is a different one:
Not whether organisations are fundamentally capable of acting, but how clearly they can still see their room for manoeuvre.
When many issues unfold at the same time, perception narrows. Priorities blur. Decisions feel heavier than they objectively are. The ability to act does not disappear. It simply becomes harder to recognise.
This often shows up very concretely:
- Decisions are postponed because the “right moment” seems unclear
- Initiatives are started but not consistently followed through
- Responsibility is shared until no one clearly owns it
- Change is discussed extensively, but not actively shaped
This kind of paralysis is rarely a matter of convenience. It is usually the result of prolonged strain.
A View from Practice
In demanding situations, a similar pattern appears again and again. Where clarity emerges, movement follows. Where decisions are made, energy returns. And where responsibility is clearly assigned, confidence grows.
In interim management, this dynamic becomes particularly visible. Interim managers work in environments where uncertainty is not the exception but the starting point. They arrive without long lead times, without grace periods, and often without complete information.
Confidence here does not stem from certainty. It grows from the ability to create structure, set priorities and take responsibility even when not everything has been clarified yet.
What stands out is this:
When clarity emerges, movement follows.
When decisions are made, energy returns.
When responsibility is clearly assigned, confidence grows.
Not as a loud signal, but as a stable inner stance: we can shape this situation.
This kind of confidence does not rely on optimism. It is grounded in structure, prioritisation and the willingness to address issues directly.
What Confidence Is Not
Confidence is
- not sugar-coating reality
- not endurance at any cost
- not a substitute for analysis
Analysis without confidence leads to standstill.
Confidence without analysis is naive.
Impact comes from the combination of both.
Three Pragmatic Considerations
1. Make room for action visible
Not everything can be influenced. But much can. Leadership starts by clearly identifying these spaces and not making them smaller than they actually are.
Example:
An organisation cannot change the overall economic climate. But it can decide which products take priority, which customer segments are actively developed and where complexity is deliberately reduced. This clarity alone shifts the focus from helplessness to agency.
2. Take pressure off decisions
Not every decision has to be perfect. But it has to be made. Clear decision boundaries create orientation and momentum.
Example:
Instead of spending months developing a comprehensive future concept, a leadership team agrees on three concrete measures, assigns clear responsibility and reviews impact after 90 days. This reduces pressure and increases the likelihood of implementation.
3. Understand leadership as a stance
Especially in uncertain times, leadership is about providing orientation without pretending to have all the answers. Clear, honest and reliable.
Example:
An executive team communicates openly what is known and what is not. Risks are addressed, while clear decisions are made about the next steps. This builds trust even without definitive answers.
Closing Thought
Confidence is not an end in itself.
It emerges where clarity, responsibility and the willingness to shape things come together.
Perhaps this is the real difference this year:
not who has the better forecasts,
but who is willing to take responsibility and act despite uncertainty.
That is what makes the difference.
Andreas Lau and Özlem Parakenings
for HANSE Interim
