Why clarity trumps certainty: A new year message from Ann Francke OBE

Dear all,

As we look ahead to the next 12 months, the one thing I can predict with absolute certainty is that I won’t be able to predict what happens next. Wherever we look, we see uncertainty.

From economic headwinds to rapid technological shifts, a lot of people tell me they are struggling with the sheer pace of change and ambiguity, both in their personal and professional lives.

There is no reason to suspect that is going to change any time soon. Instead, we must learn to deal with uncertainty, and flourish in flux.

To give you a headstart on the New Year, I wanted to share some of the insights that inspirational leaders shared with me last year during our Leadership Lounge series. We’ve got plenty more amazing guests lined up for 2026, so do sign up to hear more.

Chief Economic Adviser to the PM and Ex-Deputy Governor of the Bank of England, Minouche Shafik, stressed the importance of preparation and contingency planning.

During her time at the bank, her preparations for the impact of the Brexit referendum included sending single dollars to the US Federal Reserve and European Central Bank to ensure that the pipes were working as expected.

The result of this preparation? When the results were announced, her team were calm and focused, as they knew what they were doing and how their system would work.

Another of her key tips: always keep chocolate close to hand!

Ex-President of Google EMEA, Matt Brittin, highlighted the need for leaders to be honest and vulnerable in the face of uncertainty.

During Covid, he would start briefings by saying “this is what we know, and this is what we don’t know”. He would explain what they were trying to find out, and committed to share more information when he could.

This is a really simple gesture, but it shows your audience that you respect them, and builds a culture of trust which can only help as an organisation charts uncertain waters.

The good news for those who throw themselves headfirst into ambiguity? The opportunities for growth and success are many.

CEO of Octopus Energy, Greg Jackson recalled that when he was staring down the barrel of the energy crisis, he had a sudden realisation: every one of his rivals was looking at the same data, and Octopus Energy was stronger and more efficient.

He realised he needed to change his mindset and recognise that if every crisis represents an opportunity, the greatest crises represent the greatest opportunities.

And it isn’t just organisations that can benefit. Chief Executive of BT Group, Allison Kirkby, advised that the best way to develop is to regularly leave your comfort zone. In her experience, if you’re not being tested, you’re likely not learning and developing.

My final thought on the topic? With certainty off the table, the next best thing you can chase is clarity.

If you’re a leader, be clear on your organisation’s purpose and mission, and use that as your North Star.

On a personal level, be clear about the role you’re being asked to play and the impact you can deliver. Focusing on these will help set you up for success.

Let’s make 2026 the year we stop fearing the unknown and start embracing it with purpose, skill and creativity. Keep both eyes open for opportunity!

Happy hunting.

Ann Francke OBE CMgr CCMI

CMI Chief Executive