Navigating uncertainty

The ability to effectively manage and make decisions in situations of uncertainty or ambiguity, where information is incomplete or outcomes are unpredictable. This competency involves adaptability, critical thinking, and maintaining focus on objectives while exploring multiple perspectives and potential solutions.

“Uncertainty is the only certainty there is, and knowing how to live with insecurity is the only security.” John Allen Paulos

Blockers to navigating uncertainty

Faltering in the face of fuzzy problems: Some individuals may falter when confronted with fuzzy problems devoid of clear solutions or outcomes. Their preference for structured, well-defined tasks leaves them ill-equipped to tackle the fluid and nuanced nature of ambiguous challenges.

Craving certainty amidst ambiguity: A propensity to seek out certainty amidst ambiguity can hinder one’s capacity to navigate uncertainty effectively. Individuals who prioritise concrete data and crave certainty may find themselves paralysed by indecision when confronted with the inherent unpredictability of ambiguous situations.

Preference for stability: Those who harbour a preference for stability and certainty may struggle to thrive in environments characterized by fluidity and ambiguity. Their inclination towards stability and rigidity can inhibit their ability to adapt and thrive in the face of uncertainty.

Diminished efficiency and productivity: Individuals who lack proficiency in navigating uncertainty may find themselves less efficient and productive when confronted with ambiguous challenges. Their discomfort with ambiguity may lead to indecision, hesitancy, and a reluctance to take calculated risks, ultimately hampering their ability to drive results in uncertain environments.

Hasty to conclude: Some individuals may exhibit a tendency to prematurely close off possibilities when confronted with ambiguity. Their inclination to hastily seek closure can impede their ability to explore alternative solutions and fully assess the complexity of ambiguous situations.

Compulsive need for completion: Those with a strong need to finish everything they start may struggle to navigate uncertainty effectively. Their compulsion to see tasks through to completion may prevent them from embracing the iterative and exploratory nature of navigating ambiguity.

Resistance to change in approach: Individuals who favour consistency and routine may resist deviating from familiar methods when confronted with ambiguity. Their reluctance to embrace change in approach can limit their ability to adapt and innovate in response to uncertain circumstances.

“Take advantage of the ambiguity in the world. Look at something and think what else it might be.” Roger von Oech

Enablers for navigating uncertainty

Take small steps: When faced with overwhelming uncertainty, break down the problem into smaller, manageable steps. Incremental progress allows for course correction and adaptation along the way.

Balance thinking with action: Don’t get caught in the trap of perfectionism. Strive for a balance between analyzing information and taking decisive action. Trust your intuition and learn to act with reasonable confidence, even with incomplete data.

Broaden your horizons: Embrace uncertainty as an opportunity for growth and exploration. Challenge yourself to step out of your comfort zone, explore new experiences, and expand your horizons.

Get organised: In uncertain times, prioritise ruthlessly and focus on what truly matters. Adopt best practices for efficient work design and discipline to stay on track amidst chaos.

Define the problem: Invest time in thoroughly defining the problem at hand. Ask probing questions, explore root causes, and seek clarity to uncover solutions effectively.

Visualise the problem: Complex issues can be daunting, but visual aids like mind maps, rich pictures, flowcharts and diagrams can help clarify and simplify the problem-solving process.

Embrace failure: Failure is an inevitable part of navigating uncertainty. Develop a mindset that views mistakes as learning opportunities and seeks to extract valuable insights from setbacks.

Manage stress: Uncertainty can be stressful, but managing your emotional responses is key to staying focused and effective. Identify stress triggers and develop strategies to stay composed under pressure.

Experiment: Embrace change by letting go of old ways of thinking and doing. Stay open to new ideas, experiment with different approaches, and cultivate a mindset of continuous adaptation.

Redefine success: Shift your perspective on progress from completing tasks to making incremental advancements. Embrace the iterative nature of navigating uncertainty and celebrate progress, however small.

“Learning to live with ambiguity is learning to live with how life really is, full of complexities and strange surprises.” James Hollis

Navigating uncertainty reflection questions

1. Reflecting on recent situations, how comfortable were you in navigating uncertainty, and what specific challenges did you encounter? How could you have made yourself comfortable?

2. Thinking about recent instances where you successfully navigated uncertainty and setbacks? What did you learn from these experiences? How can you reuse this learning?

3. In recent uncertain situations, what was your decision-making process like? Were there any hesitations or concerns about taking action? What could you do differently?

4. Considering recent circumstances, how comfortable were you with taking risks amidst uncertainty? What factors influenced your risk tolerance? How could you become more risk tolerant?

5. Reflect on recent unexpected changes and consider how your adaptability proved beneficial in those situations? How can you use this experience in the future?

6. How does / could feedback help you be more effective in uncertain situations?

7. Think about recent instances where managing stress and anxiety was important in uncertain scenarios. How did you handle those emotions effectively? How can you tap into these inner resources?

8. Reflect on your recent experience of resilience-building. What practices di you implement whilst dealing with uncertainty? How did they impact your ability to navigate challenges?

9. What strategies did you employ recently to gain clarity in ambiguous situations? Were they effective in helping you make decisions? What would you do differently next time?

10. What recent steps have you taken or planned to enhance your navigation of uncertainty? Which specific areas do you feel require further development? Who can support you? What resources may be available?

“The role of leadership is to transform the complex situation into small pieces and prioritize them.” Carlos Ghosn

Openness

The ability to create an environment where individuals feel comfortable sharing ideas, feedback, and concerns. This competency reflects a willingness to listen, consider diverse perspectives, and foster transparent communication, enabling leaders to build trust, strengthen relationships, and inspire collaboration in dynamic settings. Fundamentally this is about being approachable.

“The first step towards being approachable is to genuinely care about the people around you.” Simon Sinek

Barriers to openness

Arrogance: Leaders who are arrogant often come across as unapproachable due to their perceived superiority, which can create a barrier between them and others.

Insensitive: Insensitivity can make leaders unaware or indifferent to the needs and feelings of others, leading to a lack of empathy and difficulty in forming connections.

Judgmental: Leaders who are quick to judge may intimidate others, making them hesitant to approach for fear of criticism or disapproval.

Lack of interpersonal skills: Leaders who lack interpersonal skills may struggle to engage in meaningful conversations or build rapport, making them appear distant and unapproachable.

Lack of Self-Confidence: Leaders who lack self-confidence may come across as unsure of themselves, which can make others hesitant to approach them for fear of rejection or uncertainty.

Shyness: Shy leaders may find it challenging to initiate or maintain conversations, leading to a perception of being unapproachable or withdrawn.

Busyness: Leaders who are always busy may seem inaccessible or unavailable, making it difficult for others to approach them with concerns or ideas.

Intense personality: Leaders who are too intense may create an intimidating atmosphere, making others reluctant to approach them for fear of being overwhelmed or dismissed.

Poor listening skills: Leaders who are poor listeners or appear uninterested in what others have to say may discourage open communication, leading to a perception of being unapproachable or unresponsive.

Inability to read social cues: Leaders who struggle to pick up on social cues may miss opportunities for meaningful interactions, leading to a perception of being disconnected or unapproachable.

“Consider how others may feel about you before, during, and after talking. Are you projecting an attitude that results in others feeling accepted and welcome? Are you encouraging people to speak and engage with you through your approachability?” Susan C Young

Enablers of openness

Initiate interaction: Being approachable starts with making the first move. Extend a welcoming hand, initiate eye contact, and engage with a genuine question or piece of information. Make initial moments comfortable to encourage open communication.

Practice active listening: Approachable leaders excel at listening attentively without interrupting, asking clarifying questions, and restating what others have said to signal understanding. Refrain from instant judgment and offer advice only when it’s solicited.

Share information: Approachable leaders are transparent and open, sharing insights, thoughts, and personal experiences. By confiding in others and offering valuable information, you can create a culture of trust and collaboration, inviting reciprocal sharing.

Build personal connections: Approachable leaders invest time in getting to know the people they work with, remembering personal details and interests beyond just work-related matters. Find common ground and establish connections with those around you.

Mind your body language: Convey openness and relaxation through your non-verbal cues, such as smiling, maintaining eye contact, and adopting an open posture. Avoid behaviours that signal disinterest or impatience so that your demeanour encourages approachability.

Ask curious questions: Approachable leaders prioritize curiosity over providing solutions, asking questions to better understand others’ perspectives and ideas.

Be universally approachable: Approachability should extend to all interactions, regardless of the person or context. Reflect on your comfort levels with different groups and strive to be approachable to all with open and positive behaviour across all conversations.

Overcome shyness: Leaders can overcome shyness by taking proactive steps to initiate contact, such as starting conversations and setting goals for social interaction outside of work. By gradually exposing yourself to new social situations, you can build confidence and improve your approachability.

Put others at ease: Approachable leaders actively work to create a comfortable atmosphere for others by reading social cues, offering hospitality, and sharing personal anecdotes. Make an effort to understand others, so that you foster trust and rapport.

Manage conflict: Approachable leaders understand that increased approachability may invite conflict, and they are prepared to handle it constructively. Listen empathetically to grievances or difference, encourage dialogue and problem-solve with the key stakeholders present.

“There are people who feel they should be with you, but something is preventing them from coming close. Please can you just lower the frequency of your stern looking face and smile…and they will make you their habit.”  Michael Bassey Johnson

Self-reflection questions for openness

1. How often do you take the lead in initiating conversations or extending a warm welcome, ensuring you’re the catalyst for interactions and fostering an approachable atmosphere?
2. Are you actively working on your listening skills by refraining from interrupting, asking clarifying questions, and withholding judgment to create a supportive environment for open conversation?
3. In what ways do you prioritize transparency and openness in sharing insights and personal experiences, so that you cultivate trust and strengthen connections within and beyond your team?
4. Can you recall personal details and interests about your colleagues beyond work-related matters, therefore ensuring you actively build personal connection?
5. How mindful are you of your body language, such as maintaining eye contact and adopting an open posture, to convey approachability and create a relaxed atmosphere in your interactions?
6. Do you prioritize curiosity and co-solving over providing solutions, by using open and probing questions to understand others’ perspectives?
7. Have you reflected on your consistency in applying approachable behaviours across various contexts and groups, ensuring inclusivity and bridging any existing gaps in your interactions?
8. What proactive steps are you taking to overcome shyness (if present), such as initiating contact and gradually exposing yourself to social situations to build confidence and enhance your approachability?
9. How attentive are you to creating a comfortable atmosphere by reading social cues, sharing personal anecdotes, and offering hospitality to foster trust and rapport with others?
10. In handling conflicts, are you adept at listening empathetically, encouraging dialogue, and effectively managing your time to address conflicts constructively while maintaining control over your schedule?

“Approachable people are “straight-up.” It is comforting to know exactly what to expect when you see them. What you see is what you get!” Susan C Young

Managing upwards

The proactive practice of effectively working with and influencing one’s manager or senior leadership to ensure alignment on goals, priorities, and expectations. This involves clear communication, understanding leadership styles, anticipating needs, and fostering a collaborative relationship to drive mutual success.

“The quality of your life is the quality of your relationships.”
Tony Robbins

Barriers to managing upwards

Perceived competence disparity: The senior leader may not view the leader as competent as the leader views themselves, creating friction and misalignment in expectations.

Professional jealousy: Leaders might feel resentment or jealousy towards their boss for securing a position they believe they deserved, leading to underlying tension.

Skill gap: Significant differences in skills can cause one party to undervalue or disrespect the other, whether the disparity is in the leader’s or the senior leader’s favour.

Ethical mismatches: Differences in ethics, values, and integrity between both can lead to distrust and conflict.

Divergent management practices: Conflicting approaches to management can create friction and hinder effective collaboration.

Style and philosophy differences: Variations in style, philosophy, pace, and motivation can cause misunderstandings and reduce mutual respect.

Discomfort with authority: Leaders who are not comfortable with authority may struggle to engage positively with their direct leader, leading to strained relationships.

Tension in presence of boss: Leaders may become tense or anxious around their boss, negatively impacting their communication and behaviour.

Resistance to coaching: A leader who is not open to coaching or direction from their boss may appear uncooperative and hinder the development of a productive relationship.

Impact on productivity: Poor relationships with the boss can obstruct a leader’s ability to work effectively and productively, ultimately affecting the organization’s performance.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner, rather than later? Which ones would potentially be the easiest and have a positive impact?

“Seek first to understand, then to be understood.” Stephen R Covey

Enablers of managing upwwards

Drive down the rocky road: Focus on managing the relationship with minimal long-term impact. Identify and work on three key issues with your boss, keeping conversations directed at these core problems. Understand your leader’s pressures and define success expectations clearly.

Assess boss motives: Objectively evaluate your boss’s strengths and weaknesses with help from a confidant. Try to understand their actions and motives, even if you disagree with their methods.

Depersonalize and be neutral: Separate personal feelings from professional interactions. Objectify the situation and deal with your boss’s role, not the individual. Identify strategies to handle dislikes and seek advice from those with positive views of your boss.

Seek feedback from others: Gain insights from trusted colleagues or mentors about your strengths and weaknesses. Understand what drives your boss and adapt your communication style to avoid unproductive conflicts.

Find your triggers: Keep a journal of what irritates you about your boss to avoid repeating these behaviours if you get promoted. Manage tense situations calmly, listening without immediate reactions, and focus on solving the problem.

Learn from the situation: Reflect on your contributions to the strained relationship and consider how to respond differently in future conflicts. Avoid anger and blame, focusing instead on constructive self-improvement.

Seek common ground: Direct confrontation usually fails. Instead, treat it as a conflict to learn from and find common interests. Exercise patience, as hasty actions often backfire and reflect poorly on you.

Have solutions-based discussions: Engage in informal, relaxed conversations with your boss about the issues, starting with your contributions to the problem. Offer help in areas your boss struggles with to build equity in the relationship.

Strike a bargain with yourself: Commit to performing your best despite the relationship noise. Focus on job performance imperatives and make the most of the situation, keeping in mind your career will outlast your current boss.

Keep It to yourself: Avoid gossiping about your boss unless it involves serious ethical breaches. Respect their role and manage assignments professionally, even if they seem unfair. Address integrity issues through proper channels with specific examples, not general accusations.

“The best way to predict your future is to create it.” Peter Drucker

Managing upwards reflection questions

What are the three most critical issues in your relationship with your boss, and how can you strategically address them to ensure alignment and productivity?

What steps can you take to objectively assess your boss’s strengths and weaknesses, and how can this understanding help you navigate your relationship more successfully?

How can you identify and leverage common interests or goals with your boss to build a more collaborative and productive working relationship?

How can you effectively separate personal feelings from professional interactions to engage with your boss in a more objective and constructive manner?

What are the key performance imperatives of your role, and how can you remain focused on these goals to maintain professional excellence despite relationship challenges with your boss?

In what ways might your actions have contributed to any of the current challenges with your boss, and how can you adjust your behaviour to foster a more positive and effective relationship?

Who are the trusted colleagues or mentors you can turn to for honest feedback about your relationship with your boss, and how can their insights help you improve your interactions?

What specific behaviours or actions from your boss trigger a strong emotional response in you, and how can you develop strategies to manage these triggers more effectively?

How can you prepare for solutions-focused discussions with your boss, leading with your own contributions to the issues and offering practical support to enhance mutual success?

How can you demonstrate professionalism and loyalty by managing your frustrations privately and ensuring that your actions reflect integrity and respect for your boss?

“People may hear your words, but they feel your attitude.” John C Maxwell

Business Acumen

The ability to understand and apply knowledge of business fundamentals, market dynamics, and organizational operations to make sound decisions that drive profitability, strategic growth, and long-term success. It involves an awareness of financial metrics, competitive landscapes, and customer needs, connected with the capacity to align these elements with organisational goals.

“An organization’s ability to learn, and translate that learning into action rapidly,
is the ultimate competitive advantage.” Jack Welch

Barrier to business acumen

Inexperience and newness: Leaders who are new to the organisation often lack the necessary experience and familiarity with the business, which hinders their development of business acumen.

Narrow perspective: A limited viewpoint, focused solely on their specific function, prevents leaders from gaining a broader understanding of the business as a whole.

Lack of interest in general business: Some leaders show little interest in general business matters, focusing instead on their specialised areas, which restricts their overall business understanding.

Limited exposure: Leaders who have not had exposure to areas outside their own function miss out on critical insights and learning opportunities that contribute to robust business acumen.

Over-commitment to profession: Being overly dedicated to their profession rather than the organisation can result in a myopic view, where leaders excel in their field but fail to grasp the wider business context.

Tactical focus: A tendency to focus on immediate, tactical issues rather than strategic, long-term planning limits a leader’s ability to understand and drive the business forward.

Lack of understanding of business operations: Leaders who do not comprehend how businesses operate struggle to make informed decisions that benefit the organisation.

Outdated knowledge: Failing to stay updated on current and future policies, trends, technology, and information means leaders cannot effectively steer their business in a competitive and ever-changing market.

Ignorance of the competition: A lack of awareness about competitors’ strategies and market positions can lead to poor strategic planning and missed opportunities.

Inability to connect strategy and market dynamics: Leaders who do not understand how strategies and tactics actually work in the marketplace may be unable to align their actions with market needs and organisational goals, resulting in ineffective leadership.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner, rather than later? Which ones would potentially be the easiest and have a positive impact?

“Great businesses are built on understanding customer needs and exceeding their expectations.” Richard Branson

Enablers of business acumen

Read the right things: Subscribe to essential business publications/blogs like the Fortune, Harvard Business Review, The Economist or FT. Regularly scan these for relevant articles on business trends, policies, and market insights. Identify at least three key takeaways per issue that relate to your business.

Listen to the right things: Occasionally listen to podcasts, programs or even channels that provide continuous coverage and analysis, such as interviews with leaders and industry reviews. Listen to a few podcasts or programmes weekly so you can stay informed on vital business information and developments.

Connect with your industry: Engage with your industry’s national association(s). Join and participate in their events, conferences, and publications. This will provide specific industry insights and networking opportunities with other professionals.

Gen up on business knowledge: Go out or get online and pick three books covering general business principles, financial insights, marketing, and customer service. Gradually expand your library and consider enrolling in business courses for a deeper understanding. Mooc-List.org is a great resource.

Understand business models: Analyse successful and unsuccessful businesses to refine your ideas about what works and does not. Use these insights to develop a framework for evaluating business scenarios.

Deep dive your business: Study your organisation’s annual and financial reports. Seek guidance from internal financial experts to interpret these documents. Try and discuss strategic plans with the strategic planning team to understand mission-critical functions and organisational goals.

Get your hands dirty: Volunteer for cross-functional task forces and projects like value creation teams. Ideally pick ones that interact with customers so you can participate in delivering value to them.

Get closer to customers: Spend time with the customer service team to understand customer interactions and feedback. Listening to or handling customer service calls can provide valuable insights into customer needs and business performance.

Reflect on the system: Recognise that your business is an interconnected system where changes in one area impact others. Explore your key business drivers and their interdependencies. Share and discuss these with colleagues from different functions to understand broader implications.

Build your expertise: Consult with internal or external business experts to learn their key considerations. Organise business data into categories for easier recall and devise key questions to evaluate business issues.

“The essence of strategy is choosing what not to do.” Michael Porter

Business acumen reflection questions

How often do you read business press? How could you ensure you identify and apply at least three key insights from each issue to your work?

Do you watch business news programmes regularly or occasionally? Which business podcasts, channels and programmes could provide the most valuable insights for your role, and how can you integrate listening/watching them into your routine?

Are you a member of your industry’s national association? How often do you attend their conferences or engage with their publications, and how can you increase your involvement to gain more industry-specific knowledge?

Have you recently read any business books covering general principles, finance, marketing, or customer service? What steps can you take to create a habit of continuous learning through books or business courses? How can you create an effective note taking system?

What businesses would you see as worth exploring to understand their business models? Would using the business model canvas be an appropriate framework, or do you know other ways to understand how a business operates?

How well do you understand your organisation’s financial reports and strategic plans? What actions can you take to deepen your financial literacy?

Have you participated in cross-functional projects or task forces recently? What opportunities can you pursue to engage with different areas of the business and broaden your understanding of its operations?

How often do you interact with the customer, the service team or listen to customer feedback? What steps can you take to get closer to customers and learn from their experiences with your products or services?

Do you consider the wider implications of decisions in your area on other functions? How can you build your systems thinking to understand the interconnected effects of decisions across the business?

How frequently do you seek insights from internal or external business experts? How could you do more of this?

“In the business world, the rearview mirror is always clearer than the windshield.” Warren Buffett