In times of uncertainty great leaders step forward. They know that in periods of complexity, in times of adversity they must step up and lead. This is when your true leadership skill set will be put to the test. Your reputation is what others think of you, your character is what you truly are, and now more than ever is a test of your character. Our current situation will test the depth and breadth of our leadership capabilities like never before and I believe we are ready.
In times of uncertainly it can be easy to shift into management mode. Management usually occurs when we are able to work logically and methodically through a routine, process or system. Now is the time to lead, not just manage. We need to step into the complexity and provide guidance to those around us on how to deal with uncertainty.
Complexity is a term used across a wide range of areas. We don’t always think about the same thing when we talk about complexity. In the normal use of the term we might say I have to solve a complex problem, but what we actually mean is that it’s complicated. There is actually a way to solve a complicated problem using the current skill set and processes that we have or have access to. Complexity is a much more dynamic concept that involves reacting to situations as they unfold. Complex situations are dynamic, contextual and ever evolving. Leading in complex times is really another way of saying we are leading through uncertainty.
In times of complexity our leadership decisions can be more important and potentially have more consequence for those we lead than under normal conditions. Those we lead are looking to us for reassurance, guidance and support. Knowing your people and understanding how they will react to uncertainty, to new learning and how they can draw on system and network supports will be crucial. We cannot control the external influences on those we lead, but we can anticipate how our people may react and how we can best support. Using our knowledge of our people, our leadership intuition and our understanding of past behaviours will be key in this area. As a leader you know your context, you know your key players, you know how to leverage off their expertise and how to mobilise your teams. Building the capacity of those you lead to cope with new limitations and manage through new transitions will be a vital element of your leadership.
As an adaptive leader leading through uncertainty, it is imperative that you try to see the overall picture of the current state. You need to be able to pull back from the immediate response and gain a high level perspective, we often talk about getting on the balcony. Now is the perfect time to get a balcony view and see how all work streams are travelling. This allows you to get a clearer understanding of the current operation so you can enhance successful processes and redirect those that may be missing the mark. It is easy to get caught up in the momentum and jump into decision making and hands on action. In times of complexity it is often a long game therefore we must build capacity that will assist in sustaining momentum. Once we establish our current state and have our big picture we shouldn’t be micro managing but rather relying on those we lead to do their jobs well. Work closely with those you trust, allow them to make decisions, support and guide them where necessary by building their capacity and confidence. In doing so you will assist in maintaining momentum for the long game.
Currently we have so many elements interacting continuously there is no way we can rely on a simple cause and effect relationship. It is important to continually map the present to identify what is happening now and see what we can do within current parameters. To do this we need to understand what each element is, we can’t make assumptions. We must draw on our flexibility and agile nature to pause, reflect and realign. It is critical that we monitor how our circumstances evolve and reassess. It’s difficult to define a future state under current circumstances but as an adaptive leader you are in the practice of mobilising people to tackle tough challenges and thrive. You will need to draw deep on your skill set in outlining a compelling vision, building enthusiasm and inspiring action to lead through.
As an adaptive leader you must ensure that the people you lead become part of the solution by changing behaviours and developing new skills. In unprecedented times there needs to be some shift in our thinking. Adaptive leadership therefore is about facilitating change that builds on the current foundations to unleash capacity. We have been presented with an opportunity. An opportunity to really innovate and create a game changer. What I have witnessed is a culture of collaboration where those we lead are united in a common goal. We are facing an exercise in creative thinking where we are focused on thinking about the previously unthinkable. The momentum that has been generated is creating a culture and set of core values that is binding us together. This brings with it a sense of confidence that we will work our way through the difficult period, whilst not understating the enormity of the task, we have the skills, the capability and the expertise in our teams to make a significant and positive impact.
As a leader in times of uncertainty it’s important to be visible, present and available. Those we lead need to see you working alongside them, actively listening to them and being available to assist them when needed. Making yourself available to connect with those you lead, being empathetic, understanding and accessible is critical in times of uncertainty. Your steady presence will be invaluable. Being always present can present itself with challenges especially in times of increasing pressure, with rapidly changing circumstances that require quick and decisive decisions. In these situations leaders must maintain transparency, be very clear that they are acting on current information and that this may be subject to change. You must discipline yourself to think only in terms of solutions. Encouraging your team to be solutions focused can create and sustain a sense of community that is more important than ever.
As leaders it is critical that you are the calming influence despite how you may be feeling internally. To do this there are some key techniques that I have found useful:
Think today – It’s about one day at a time, what is in front of me at this moment in this time. Whilst we must maintain a long term strategy, sometimes the enormity of the task requires us to focus on one issue at a time. Work through them, be methodical, you’ve done it before.
Acceptance – We need to accept that complexity is difficult. As a leader you need to make peace with uncertainty and understand that nothing remains static, we are constantly evolving. Bringing this understanding to those you lead can be a significant mindset shift. This will allow you to deal with the unexpected although you may not know what it is, you know that it could present itself at any time.
Reflection – Building in time to reflect on decisions as more information comes to hand and regularly debriefing with those we lead is critical in building trust. Taking time to reflect personally on how you are travelling is also vitally important. No leader can do it alone, reach out to your support network.
Work Together– Suspend judgement, listen to ideas, be open to new ways of working and thinking. It’s OK to disagree but now more than ever we need to come together with a united voice. Will we always get it right, possibly not, but publicly criticising and casting blame serves no purpose. Working together on a solution is the only way forward.
There is no doubt that this is a time that we will look back on and learn from. As leaders we must understand that those we are leading are observing us and will often look to emulate our behaviour. We must ensure that we deliver a leadership model that they’ll actively choose to follow. We must lead by example. Set the standard that you want to see in your team. Look after them, nurture them and lead through this like never before.