Sensemaking Under Pressure – Leading When the Path is Unclear
If you’ve ever led a project through a period of major change, you know the grey zone well. It’s that disorienting space where old processes no longer fit, new systems aren’t fully ready, and everyone is looking to you for clarity you may not have.
In moments like these, leaders often default to control, more meetings, tighter deadlines, and stricter oversight. But there’s a better way: sensemaking.
Sensemaking is the practice of creating shared understanding in complex or ambiguous situations. Instead of rushing to solutions, it invites curiosity and collective meaning-making. This is where the Dual-Lens Framework becomes invaluable.
Lens 1 (Experience): Notice your internal stance. Are you anxious? Defensive? Optimistic? Your internal posture shapes the emotional tone of the room.
Lens 2 (Function): Be intentional about the purpose of the conversation. Is it to inform (Transmission), interpret (Sensemaking), or reframe possibilities (Transformation)?
One leader I coached held weekly “sensemaking huddles” during a system implementation that was overwhelming staff. These weren’t just status meetings, they were safe spaces for teams to surface confusion, share observations, and co-create small next steps.
The result? Instead of disengaging, employees became partners in solving problems. Their insights identified issues faster and prevented costly rework.
Practical Tip: Try opening your next meeting with, “What are you noticing that we need to pay attention to?” This single question transforms a directive meeting into a collaborative exploration.
Leading in the grey zone isn’t about having all the answers. It’s about creating space where meaning can emerge, and where your team feels seen, heard, and empowered to act.
