When Everything is Uncertain, Effective In-House Lawyers Do These Things First

Deep Dive

Facing Uncertainty is Inevitable

Every company will face periods of uncertainty. And if you’re in-house, that means you will too.

It might come from company-specific challenges, broader market shifts, or regulatory unknowns. Whatever the cause, uncertainty is both stressful and unavoidable.

But there’s an opportunity here. Because the in-house lawyers who navigate these moments with calm, curiosity, and a steady hand become more than legal advisors. They become trusted anchors for their teams and businesses.

Pause, don’t panic-react

When things go wrong—or simply don’t go as planned—the natural instinct is to react immediately. But quick reactions made without context or reflection often create bigger problems than the original issue. I call this panic reacting.

I’ve seen it happen countless times.

A sales rep hears that a key customer might cancel and spreads the news. Within hours, seven different internal stakeholders are calling the customer’s CEO, while the legal team rushes to highlight punitive contract terms. Instead of salvaging the relationship, the chaos damages it further.

Or, the market pushes back on newly posted terms of use or service, and in an attempt to quiet the noise, the company revises the terms three times in a month—without ever addressing the real underlying concern. Each change makes the company seem more uncertain and less trustworthy.

The most effective teams respond differently. They pause. They ask: Does this truly require an immediate response? Sometimes the answer is yes—but even then, a thoughtful, measured action is far more effective than a frantic overreaction. And often the answer is no. The best next move may be to sit with the uncertainty for days, weeks, or even months while putting in the work to thoughtfully identify the best path forward.

Because while uncertainty is uncomfortable, it’s almost always better than rushing into the wrong decision just to feel certain.

Avoid defensiveness

Uncertainty has a way of putting people on edge. When unexpected questions or criticism arise, the instinct is often to defend past choices or protect the team’s reputation. Sometimes, defensiveness even leads to deflection or finger-pointing, which actively harm trust. Defensiveness rarely helps. It shifts the focus to blame, closes off dialogue, and prevents the business from moving forward.

I’ve seen legal and business leaders alike fall into this trap. A regulator asks for additional information, and the first response is a long justification of why the original filing was fine. A board member questions a strategic decision, and the team spends half the meeting proving why the criticism is unfair, rather than discussing the best way forward.

The most effective in-house lawyers take a different approach. They resist the urge to defend and instead stay curious. They listen carefully, acknowledge what they don’t know yet, and ask thoughtful questions. This not only diffuses tension but also signals to colleagues and leadership that they’re focused on solutions, not saving face.

Sometimes, they did make a mistake. They own up to it, put in place a plan to correct the error and avoid doing it again, and move forward.

In times of uncertainty, trust comes from showing you’re open, collaborative, and committed to figuring things out together. Defensiveness is the opposite of that.

Do the work that needs doing

When things are uncertain, or not going well, the most effective in-house lawyers do the work that needs doing—even when it’s not directly in their formal job description.

Sometimes that means rolling up their sleeves and helping a business team solve a messy operational problem. Other times it’s drafting communications for leadership, digging into data to clarify the scope of an issue, or simply organizing the chaos so the company can move forward.

I’ve seen lawyers hesitate here, thinking “that’s not really legal work.” But in moments of uncertainty, rigid job boundaries can slow progress and frustrate colleagues. The lawyers who step up—who fill gaps, create clarity, and move things along—become indispensable.

Of course, this doesn’t mean taking on everything yourself or abandoning core responsibilities. It means asking: What does the business need most right now? Then making sure that work gets done, whether by you or by helping coordinate others.

Uncertainty amplifies the value of those who are willing to lean into it. In-house lawyers who consistently take ownership beyond the narrow definition of “legal” are helpful in crisis and become trusted leaders long after the uncertainty has passed.

Look for opportunity

Times of uncertainty or challenge may also present opportunities for re-thinking processes, approaches, or even fundamental aspects of the business itself. The most effective in-house lawyers know that while we may not have wished for uncertainty, when we have to handle it anyway, we should look carefully for any opportunities it brings.

I’ve seen teams use turbulent moments to simplify bloated contract processes, strengthen compliance programs, and even reset relationships with key regulators or customers. Moves that would have been impossible in “business as usual” conditions suddenly became achievable.

While uncertainty may not be something we wish for, it can be a powerful catalyst. Lawyers who embrace that mindset help their companies not just weather the storm, but emerge stronger on the other side.

Take care of yourself

When it feels like the sky is falling, a natural reaction can be to try to do ALL. THE. THINGS (see the point above on panic-reacting). But burning yourself out won’t make things better for anyone; not for you, not for your team, and not for the company you’re trying to help.

Even when things are chaotic, it’s important to take care of your physical and mental health. Take breaks. Sleep. Exercise. Don’t forget your friends and family.

Your future self—and your team and company—will thank you.

Be a valued team player during times of uncertainty

Uncertainty will always be part of business. And while we can’t control when it shows up, we can control how we respond.

The in-house lawyers who pause instead of panic, stay open instead of defensive, do the work that needs doing, and look for opportunity survive uncertain times. And they build trust, influence, and lasting impact.