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Uncertainty is a permanent part of the leadership landscape. It never goes away.

If there's one thing that's certain in business, it's uncertainty.

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

Small business owners are experiencing great uncertainty because of the possibility of tax increases, the inconsistent flow of credit, an outrageous national debt, high energy costs, and overreaching federal regulations.

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues.

Change is always tough. Even for those who see themselves as agents of change, the process of starting a new thing can cause times of disorientation, uncertainty and insecurity.

I think in our global economy, uncertainty is ever increasing. So to accommodate to that, we need to build a dynamic economy and dynamic rules that can adapt to changing circumstances.

Exploring the unknown requires tolerating uncertainty.

Uncertainty is not an indication of poor leadership; it underscores the need for leadership.

Uncertainty is normal in the first few days of a new government.