After I posted my article, “Five Principles for Leading Through Uncertainty,” several of you reached out and asked me to go deeper. I wrote that original piece quickly, responding to the political and economic tensions of the moment. But I think these principles apply more broadly.
So, I’m writing five follow-up articles expanding on each principle originally cited. This is the first of these. By no means am I suggesting that I have all the answers, but I am sharing a perspective with the hope of providing some value.
Let’s start with the first principle: Establishing Communication Channels that Build Trust.
1. Set a Steady, Consistent Rhythm
Uncertainty in business is par for the course, and when things feel uncertain, people naturally look for signs of stability. One of the most grounding things a leader can do is establish a predictable cadence of communication. At Coupa, we made a point of setting regular touchpoints such as monthly all-hands meetings, bi-weekly CEO email exchanges, and consistent touchpoints by function and stakeholder. These were not always overly flashy or produced (though when it made sense, they were), but they were steady. People began to count on them happening with consistency, and I believe they kept us moving together in lock step as a company.
Even when my team and I didn’t have new answers, we still sough to show up with an authentic, thoughtful, and positive attitude. We offered focus and clarity. Saying, “Here’s what we know, and here’s what we are still figuring out,” was better than going silent, dictating, or bullshitting our colleagues. I believe this approach rightfully earned us the privilege of serving and leading the organization. It helped us establish a fabric of trust.
2. Speak Clearly, and Match the Moment
Different stakeholders need different information. Colleagues may be focused on job stability and direction. Customers may want to know if you're still investing in their success. Investors may want to see that you are managing risk, delivering on expectations, and thinking long-term.
No matter who you're speaking to, clarity matters. I have found that plain-spoken language, authentic delivery, and a little realism go much further than rehearsed optimism. People can sense when you are hedging or trying to spin the message. But they also notice when you are willing to tell the truth with complete clarity.
When the economic landscape was especially uncertain, my team and I made a point of being transparent about what we were seeing, how we were thinking about managing through it, and what we were watching to help us make key decisions. As a result, most seemed to have a grasp of the opportunities and risks we were all facing on our collective journey of company and community building in our market.
3. Be Present in Multiple Ways and Make It a Two-Way Conversation
People take in information differently. Some listen, some read, some need to see your face. That is why it helps to use more than one format. At Coupa, I recorded short video messages for prospects. I wrote welcome emails to new customers. I held key meetings in person for a host of internal and external stakeholders. I tried to select the best communication channel, balancing the anticipated content of our message exchange with each constituent's likely time constraints. I believe this approach proved effective as the business scaled. But in all cases, my goal was for my presence to be real and focused. Presence is sacred!
Of course, good communication is not just about speaking; it's also about being accessible and listening. I tried to be as responsive as possible to all inbound communications and sought to scale that by having key questions collected and voted on by colleagues for discussion at company meetings. I believe actively listening to colleagues, customers, and investors helped keep me incredibly close to the business daily. Hearing from key constituents helped us spot business challenges early and adjust course as proactively as possible. Then, when we did make changes based on feedback, we told people about it. I believe that the simple act of closing the loop helps build an even deeper trust across the community you are engaging with.
In Conclusion
I believe that having well-established communications channels with all key constituents is a fundamental element of strong leadership. Waiting for a crisis to establish them feels less than responsible as a leader.
When you communicate, you don't need to say everything perfectly or know every answer. What matters is showing up in a way that can be deeply trusted. Do it regularly. Do it honestly. Do it with clarity. Do it in a way that lets people see the kind of human you are and the leader you aspire to be.
Published:
August 14, 2025
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