Sharon Smith of Own Your Leadership On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times
It’s important to remember that in turbulent times, you don’t need to have all the answers — you just need to take ownership of your leadership. Lead with humanity, hold your values close, and invite others into the process. That’s what creates trust, resilience, and real results, even when things are tough.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Sharon Smith.
Sharon Smith is a Leadership Coach and the founder of Own Your Leadership. With a background in people management and over a decade of hands-on leadership experience, Sharon specializes in helping aspiring, new, and experienced leaders build confidence, communicate with impact, and lead with compassion. Drawing on her journey from feeling overwhelmed and unsupported to becoming a confident, values-led leader, Sharon blends practical leadership strategies with emotional intelligence and mindset work. She’s known for her down-to-earth, relatable approach and her ability to help clients navigate the messiness of leadership with clarity, resilience, and heart. Through one-to-one coaching, group programs, and digital resources, Sharon empowers leaders to take ownership of their style and make a positive difference — for themselves, their teams, and their organizations.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Absolutely — and thank you for having me! My journey into leadership coaching wasn’t part of some master plan — it came from lived experience, and to be honest, a lot of trial and error.
I started out as a people manager in education, thrown into the deep end like so many others. I cared deeply about my team, but I didn’t have the tools or support I needed, and that led to some really tough moments. There were times I questioned whether I was cut out for leadership at all. I felt the enormous pressure to perform, to keep everyone motivated, and to ensure that we managed to serve our young people and their families well… all while battling significant self-doubt behind the scenes.
The turning point for me came when I stepped into a role where I had access to proper leadership training. Suddenly, the theory clicked with what I’d been experiencing on the ground, and I realised I wasn’t alone, and I was capable — the difference was, previously I didn’t know how to lead. From there, I became obsessed with understanding what makes leadership work, especially now when time seems to be a barrier for a lot of managers,
During Covid, I trained in performance coaching, and it was at that point I knew I could play a significant role in helping other managers overcome their struggles so that they could lead confidently, knowing their direction of travel, and having the knowledge, understanding and skills to do so well. That’s when I launched Own Your Leadership — because I knew there were so many leaders out there who were brilliant but struggling, just like I had. Now, I support them to find their own way of leading with compassion, confidence, and clarity — especially in uncertain times.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I’ve made my fair share of mistakes, especially in the early days of my leadership journey! One that still makes me cringe! It happened when I was newly promoted into my first formal leadership role.
I had been promoted as a middle leader in a new school. It was the first week of the job, I hadn’t been there long enough to know my team. I found myself at the photocopier, waiting on another member of staff finish suing the machine. I was feeling awkward about the hanging silence as we stood together. As she was copying some assessment papers, I thought I could ask her thoughts on the recent changes in national assessments. She boldly questioned my intentions and left me standing absolutely shocked at the knee-jerk response I’d been given! I fumbled an apology, and she marched off! I think the thing that caught me by surprise the most was that she thought I was attempting to be judgemental and try and catch her out.
After a difficult night’s sleep — I’m an empathic person, so this really threw me, and was not the start to a relationship I had wanted — I spoke with her the following morning and explained I was only trying to fill the awkward silence, and I should have taken time to ask her about her and not her work. I didn’t know this person, I didn’t know her concerns about the impact the new assessments were having on her work, and I hadn’t taken the time to get to know her first before asking ‘challenging’ questions.
So, the lesson for me was to start with the people — take the time to get to know your team and ask about them. It’s also important to share your own personal highlights, or challenges, so that your team see you are human, and vulnerable, and that you are indeed relatable, and not the tyrant that this person thought I was!
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Oh yes — and I think about her often. Her name was Ellen, and she was my manager during one of the most pivotal moments in my career. At the time, I didn’t know which direction to turn. After seeking a career break from my permanent role as a school leader, I was head-hunted by Ellen to undertake a specific role for her in a national organisation for Scottish teachers. My self-esteem at that point was incredibly low. The career-break was because I didn’t know what I was going to do next, and Ellen saw something in me that changed everything.
Ellen gently challenged that narrative, and instead of adding pressure, she gave me space — space to reflect, to learn, and to grow. She trusted me implicitly, believed in the work I would do, and gave me space to explore how I wanted to fulfil my remit. I was given access to all teachers across Scotland, I had opportunities to travel and meet others, with a job title of Senior Education Officer, one I never would have dreamt of having. I felt incredibly proud to be undertaking that work, and Ellen catapulted me into a sense of greater self-belief through her kind, courageous leadership — something I had never seen before. It was the first time I realised I could craft my own style, rather than squeeze into someone else’s.
I wouldn’t be doing what I do now without her belief and guidance. She showed me the power of compassionate leadership — and now that’s exactly what I help other leaders discover in themselves.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
Own Your Leadership was born out of my own personal experience. When I first became a manager, I had no training or support — I literally had a new title, in a new school, and the expectation to figure it out. Like so many others, I cared deeply, worked hard, and wanted to do right by my team, but I often felt out of my depth, and I second-guessed myself constantly — imposter syndrome haunted me all the time. I had no mentor, and no-one to share my concerns with.
That experience stayed with me, and I carried the same feelings from role to role. I realized how common it was for people to be promoted into leadership roles without the tools, guidance, or space to grow into them. In my most recent employment, we taught aspiring leaders how to lead. We provided professional learning to help them develop their leadership skills and knowledge, and this made such a big difference to the dialogue during interviews, with the greater impact being on how those new leaders hit the ground running in schools. Own Your Leadership was created to bring that same learning and development to others — to offer the kind of practical, compassionate support I wish I’d had.
The vision has always been to help leaders develop the confidence, clarity, and emotional intelligence they need to lead well — not perfectly, but with purpose and integrity, aligned to their values. And crucially, to do all that while still hitting their targets, meeting expectations, and driving performance. Whether through coaching, courses, or group support, my work is all about helping people navigate leadership with more ease, more skill, and more humanity — without compromising on results.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
Of course. One moment that really stands out was during a period of sudden organisational change, you know the ones that hit you sideways when you least expect it.
My team was already stretched, and now there was more uncertainty, more pressure, and very few clear answers. I wasn’t fully informed myself, with my line manager keeping things from me and the wider team, but I knew one thing: I had to show up for my team with honesty and stability.
So, I made a conscious decision to over-communicate — not in a way that overwhelmed them, but in a way that offered some calm. I held space for people to express how they were feeling, even when I couldn’t fix things. I shared what I did know, owned what I didn’t, and focused on what was still within our circle of control — this was always a comforting tool for us to use when we felt the need to overthink.
I also reminded them of their strengths, the good work they were already doing, and how we could support one another to keep moving forward — even if it was one step at a time. That period taught me that leadership isn’t about having all the answers, especially in uncertain times. It’s about staying steady, being human, and helping people find their footing even when the ground feels very wobbly underfoot.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
Yes, I did consider giving up — and in some ways, my body made the decision for me.
I became unwell, and it was a huge wake-up call. I’d been pushing and striving, constantly trying to prove myself in a leadership role that, deep down, didn’t feel aligned. I was ticking all the external boxes — but I was exhausted, disconnected, and running on empty.
Being forced to stop made me confront some hard truths. I realised I was leading in a way that wasn’t sustainable — and more importantly, wasn’t me. I’d bought into the idea that leadership had to look a certain way: polished, always in control, never showing cracks. And it just wasn’t true.
That period of illness — as difficult as it was — gave me space to reset. I also learned about the things I needed to feed my soul, to help me feel well. I explored journaling, essential oils, yoga, I started upholstering too! I began learning about different styles of leadership, the power of emotional intelligence, and the importance of self-awareness. It was the beginning of a shift that eventually led to me retraining as a coach and founding Own Your Leadership.
What sustains me now is the deep belief that leadership doesn’t have to cost you your wellbeing. In fact, the best leadership comes from wellbeing — from feeling grounded in who you are and being able to lead others from that place. That’s the message I share with every client, and the one that continues to guide me too.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
Yes! I’ve always turned to books for insight and comfort, and one that really shifted something in me as a leader was ‘Dare to Lead’ by Brené Brown.
I read it during a time when I was questioning whether I could keep going in leadership — I was feeling burnt out, unsure of myself, and quietly carrying the weight of trying to look like I had it all together. Brené’s message about vulnerability as strength felt like someone had finally put into words what I’d been feeling for years but hadn’t known how to articulate.
There’s a part in the book where she talks about “clear is kind, unclear is unkind” — and that just hit me like a lightning bolt. I realised how often I’d avoided difficult conversations in an attempt to protect people, when actually I was just avoiding discomfort. It challenged me to lead with more honesty, not just with others, but with myself.
Since then, I’ve integrated a lot of what I learned from that book into my own leadership and my coaching. It gave me permission to be a human first, and a leader second — and that mindset shift changed everything for me. I often recommend it to my clients, especially those who are feeling the pressure to be perfect. It’s a reminder that you can lead with heart and be highly effective — the two aren’t mutually exclusive.
What would you say is the most critical role of a leader during challenging times?
For me, the most critical role of a leader during challenging times is to be the calm in the storm — not by having all the answers, but by creating a sense of steadiness and psychological safety for others.
When everything feels uncertain, people don’t just need a strategic plan, they need to feel seen, heard, and supported. A strong leader holds the space for that. They communicate openly, even when the news isn’t easy. They show up consistently, even when they’re not sure what’s around the corner. And they remind the team of their shared values and purpose — the thread that holds everyone together when the path ahead gets foggy.
It’s also about modelling what it looks like to lead with both courage and compassion. That might mean admitting when you’re unsure, being transparent about what you can control, or taking care of your own wellbeing so you’re able to support others.
In tough times, leadership isn’t about being the loudest voice in the room, it’s about being the one others feel safe turning to.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
When the future feels uncertain, people are often looking for two things: honesty and hope. The best way to boost morale isn’t to pretend everything’s fine — it’s to acknowledge the challenges while helping your team stay connected to purpose, progress, and possibility.
One of the most powerful things a leader can do is communicate clearly and consistently. Even if you don’t have all the answers, showing up and being real with your team builds trust.
It tells them, “You’re not alone in this — I’m here, and we’ll figure it out together.”
It also helps to shift the spotlight onto what is within your team’s control. It’s imperative you celebrate the small wins, highlight examples of resilience, and notice the effort people are making, not just the outcomes — cake is always a winner! That recognition matters.
Leaders can also create space for people to contribute ideas, voice concerns, and feel part of shaping the way forward. Engagement isn’t about big motivational speeches, it’s about helping people feel seen, valued, and involved.
And finally, model what balance looks like. When your team sees you prioritising wellbeing and boundaries, it gives them permission to do the same. That human touch can be incredibly inspiring — especially in uncertain times.
What is the best way to communicate difficult news to one’s team and customers?
The best way to communicate difficult news is with honesty, clarity, and humanity. I always think you should treat people as you wished to be treated yourself.
People can usually handle tough information — what they struggle with is feeling blindsided, confused, or dismissed. So as a leader, your job isn’t just to deliver the message — it’s to create a sense of psychological safety around it. That starts with being upfront, using plain language, and avoiding nonsense. Say what needs to be said — and say it with care.
It’s also important to acknowledge the emotional impact, whether you’re speaking to your team or to customers, or clients. You don’t need to have all the answers, but you do need to show that you understand what the change means for them. It’s really important to give your people time and space to respond, to ask questions, and to process the news — and make it clear that you’re there to support them through that transition.
And finally, remember to talk about what remains stable — what hasn’t changed, and what you’re working toward. Even when things are tough, people look to their leaders for a sense of direction. Grounding them in shared values or long-term purpose can help people feel more anchored in the moment.
Let’s face it no-one likes delivering difficult news, as it’s never easy to give — but when it’s done with empathy and integrity, it builds trust that lasts well beyond the tough times.
How can a leader make plans when the future is so unpredictable?
In unpredictable times, the most effective leaders focus less on rigid long-term plans and more on adaptability and the current moment in time.
Rather than trying to control every detail, it’s about setting a clear intention — where are we heading, and why does it matter? When people understand the bigger picture, they’re more equipped to adapt with purpose when the details shift. I’m all for sharing the big picture, especially as that’s how I work — I like to know how things fit together and influence other departments, teams or processes.
I often talk to my clients about creating plans that are “structured, but not stiff.” Build in room to pivot. Build in breathing space — to enjoy the successes before moving on to the next challenge. Build in space during pinch points when times are particularly busy, such as during the summer holiday period. Shorter planning cycles, regular check-ins, and being willing to change the direction of travel, or the order of priorities if and when, are all part of leading in uncertainty. It’s not about having a flawless roadmap but more about having a strong moral compass.
And crucially, bring your team into the planning process. When people are involved in shaping the plan, they’re more engaged and more resilient when things need to change. They have ownership as co-creators which leads to motivation and momentum. Collective thinking often leads to more creative, grounded solutions — especially when things feel unpredictable.
So yes, plan, but hold the plan lightly. Lead with values, stay responsive, and keep listening. Also, remember to keep checking in and reviewing as you go.
In my opinion, that’s how you stay grounded when everything around you feels uncertain.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
For me, the number one principle is: lead with humanity.
In turbulent times, systems can shake, strategies can shift, but what people remember most is how they were treated. I always think fondly about how Ellen treated me, and in my most challenging times not, I ask myself, “What would Ellen have done?” Whether you’re leading a company, a team, or yourself, staying grounded in empathy, honesty and care creates stability when everything else feels uncertain.
But remember, that doesn’t mean avoiding hard decisions — it means making them with compassion and clarity. It means showing up consistently, listening deeply, and being transparent even when the news isn’t good.
When leaders lead as humans first — acknowledging uncertainty, communicating openly, and respecting the emotional reality people are navigating — it builds lasting trust. And trust is what carries organisations through the hardest moments.
So, if in doubt, come back to the question: what does leading with humanity look like here? (or, you could ask yourself, “What would Ellen do?” 😉) That principle has never steered me wrong.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
Sure — I’ve seen a few common patterns emerge when businesses are under pressure. Here are four key mistakes that crop up time and again:
1. Going silent.
When leaders stop communicating because they don’t have all the answers, it creates a vacuum — and in the absence of information, people fill in the gaps with fear. Even if there’s nothing new to report, regular, honest updates help maintain trust and a sense of connection.
2. Following policy to the letter — without being human in the process.
Yes, policies exist for a reason, and sticking to them keeps you legally protected. But during difficult times, a strictly by-the-book approach can feel cold and impersonal. People remember how they were treated when things were tough, so wherever possible, apply the policy with compassion, not just compliance.
3. Making decisions in a silo.
In crisis mode, it’s tempting to pull everything behind closed doors and make quick, knee-jerk decisions. But excluding your team can lead to missed insights, lower morale, and resistance to change. People on the ground often have valuable perspectives, and I can’t encourage people enough to use those to your advantage.
4. Neglecting wellbeing — their own and others’.
Leaders often try to shoulder everything and power through, but that only works for so long — and I know this only too well from experience. When wellbeing gets pushed aside, burnout creeps in — and it’s impossible to lead clearly or compassionately when you’re running on empty.
To avoid these pitfalls, come back to your people, your purpose, and your principles. Let those guide your decisions, and you’ll find a steadier path through the storm.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
So, here are what I call The Five Pillars of Steady Leadership. These are the principles I come back to again and again — in my own leadership and in the coaching work I do through Own Your Leadership:
First, leaders must be human first.
When times are tough, your team doesn’t need a superhero — they need a real, relatable human who leads with care and compassion. During a restructure, I didn’t have all the answers, but I kept showing up with honesty and empathy. That human connection built more trust than any polished statement ever could.
Leaders should communicate clearly and often.
Silence breeds anxiety. Even if you’re still figuring things out, keep your team in the loop. I once worked with a team navigating a merger — we did weekly check-ins, even when there were no big updates. Just that steady presence helped people feel grounded and reassured.
Leaders should always remain values-led.
Your values are your anchor. I supported a leader who stayed true to their principles during a challenging restructure. They handled conversations with openness and respect — and even those who were affected left with their dignity intact. It proved that leadership and humanity are not mutually exclusive.
Leaders should always include their team in problem-solving.
People are more motivated when they feel part of the solution. In one difficult quarter, I shared the financial challenges with my team and asked for their ideas. Not only did they offer practical, creative solutions — they became even more engaged, because they had ownership of the plan.
Leaders should endeavour to model calm (and I know this can be a challenge, but finding tricks and tips to support your own emotional regulation is key).
Your presence sets the tone. I learned this the hard way when I burned out. I was doing all the right things on paper, but I wasn’t being kind to myself. Now I lead — and coach — with an awareness that rest, boundaries, and emotional honesty aren’t luxuries. They’re leadership essentials.
It’s important to remember that in turbulent times, you don’t need to have all the answers — you just need to take ownership of your leadership. Lead with humanity, hold your values close, and invite others into the process. That’s what creates trust, resilience, and real results, even when things are tough.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
One of my favourite quotes is:
“You can’t pour from an empty cup.” (Norm Kelly)
It sounds simple, but for a long time, I ignored it. I was the classic high-achiever — always pushing, always holding everything together, constantly putting others first. It caught up with me when I became unwell. My body literally forced me to stop — and that pause changed everything.
I realised I had been leading from a place of depletion, not strength. Since then, I’ve rebuilt my approach to leadership around balance, boundaries and self-kindness. Now, I help other leaders do the same, because when you take care of yourself, you lead from a place of clarity, compassion and sustainability.
That quote isn’t just a nice saying — it’s a daily reminder that being a good leader starts with how we lead ourselves.
How can our readers further follow your work?
I’d love for your readers to stay connected!
You can find me at www.ownyourleadership.co.uk where I share insights, resources, and coaching support for leaders at every stage of their journey.
I’m also on Instagram and LinkedIn, I’d love it if you came and said hello. Whether you’re just stepping into leadership or navigating your next big challenge, you don’t have to do it alone. I’d love to help you own your leadership!
Thank you so much for sharing these important insights. We wish you continued success and good health!
Sharon Smith of Own Your Leadership On Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.