When a new team forms or the central project gets cancelled, there are lingering doubts on everyone's mind. And the more unusual the circumstances are, the bigger the doubts are. Leaders have two good choices with that uncertainty: use that tension to your advantage or diffuse the tension. I'm the kind of leader who kills uncertainty. I want to identify the doubts and nail them to the wall. They might linger there for weeks, but by making everyone's private fears public, they become far less dangerous.
