A few years ago, I was part of an M&A team tasked with expanding our industrial services firm into new service areas. About ten days earlier, our company had completed the purchase of a small, privately-owned pump and compressor repair shop with a strong reputation for high-quality work and good people.

One morning, while walking through the shop floor, one of the key employees–let’s call him Bob–approached me, his gaze avoiding direct contact. “I wanted to let you know that I’ve put in my notice. I’m quitting,” he said.

Taken aback by the sudden decision, I asked Bob why he was leaving. “I know how it is with big companies,” he replied. “You want to run us off. Replace us with ‘your people.'”

I paused for a moment to gather my thoughts. Then I said, “Bob, one of the reasons we bought this company is because of people like you. It’s people who make this company. But I understand that you have to do what’s right for you and your family. Do you have a new job lined up?”

“No,” Bob answered.

“Do you have any savings to lean on or health insurance lined up?” I asked.

“Not really,” he said again.

“Well, how about this,” I began. “I want you to know we have no intention of replacing you with ‘our people.’ We want you to stay as part of the team. But I understand that you must do what’s best for you. I’ll make you a deal: stay on, and take your time to find a new position. I’ll give you time off to interview if needed. But I think you’ll find that we genuinely want you here as part of the team.”

Bob and I shook hands.

Years later, Bob never left. He remained a key part of the team.

Today, more than ever, our world is full of uncertainty. This week, Meta announced plans to lay off 5% of its “low performers.” Wildfires in Southern California have upended the lives of millions. And in less than a week, a new administration, promising to upend the status quo, will take office in the White House.

The lesson for leaders is clear: people crave certainty and control. In my experience coaching and leading others, I’ve found that when life feels uncertain, people often make choices to assert control over their environment–even if those choices have negative consequences.

As a leader, it’s easy to take your team for granted during times of uncertainty. Remember, everyone has a different tolerance for uncertainty. Take a moment today to pick up the phone and talk to your team members individually. Let them know you appreciate them, and genuinely listen to their concerns. You’ll be glad you did.