How do you lead in these times?

How do you lead in these times.jpg

Do you find yourself searching for the right words to describe our current environment? We are hearing a lot about “unprecedented times”, but does it feel like more than that? Does it feel weightier and more confronting that simply “unknown” or “unfamiliar”?

Perhaps it feels volatile, uncertain, complex and ambiguous. There’s a name for that. First coined in the 1980s, "VUCA" has existed in academic and thought leadership circles for decades, describing distressing times such as the Global Financial Crisis. Arguably, however, we have never been in more VUCA times than right now. Living and leading in today’s world is truly volatile, uncertain, complex and ambiguous.

From Australian States declaring emergencies during the horrific bushfires, to our global neighbours declaring national emergencies in the face of COVID-19, 2020 is the very definition of a VUCA world.

What does it mean to live in a VUCA world? Having the words to describe our current state can assist in navigating how we need to be leading in such times. Equally, it can help us articulate what it is we expect of our leaders now.

Our expectations of leaders in VUCA times

Leadership in VUCA times requires us to go back to basics.

When we are feeling anxious, aspects of our day to day autonomy have been stripped away (like sitting on a park bench), and there is no finite timeline for when we will experience a sense of normality (when will COVID-19 lockdown end?) - what do we yearn to see from our leaders?

Evidence from our own responses in 2020 show that what is needed and expected of leaders is the ability to efficiently and effectively distil complex issues into clear and concise decision making and communication. 

This is the nuts and bolts of successful leadership.

Historically, there has been much discussion about the difference between managing and leading in academic circles.

But in the last five months, leadership has been a hot topic for the Australian public. Popular sentiment in our nation has seen a comparison drawn between the skills of leaders such as Commissioner of the New South Wales Rural Fire Service, Shane Fitzsimmons, Australian Prime Minister, Scott Morrison, and New Zealand’s Prime Minister, Jacinda Ardern, during the Australian bushfire period and now during the COVID-19 pandemic.

Setting aside personal political affiliations, the fact that leadership conversations have been so passionately debated outside of university halls and corporate boardrooms is indicative of the trials we are facing as a nation and globe. It shows what human nature craves as a baseline when we are feeling threatened.

When the public talk of leadership and our expectations of those guiding us up the mountain, it often boils down to two things:

  1. Wise and timely decision-making; and

  2. Clear and concise communication.

These are even more crucial when facing VUCA times. It is clear how people want to be led. Of course, there is much required beyond these basics, but without them, leaders will disappoint. They will fail.

In a time when we lack control, can’t define an end point and anxiety creeps into our daily thoughts and conversations, we turn to the leaders in our spheres for hope, inspiration and direction.  Whether it is our Prime Ministers, CEOs, direct line managers, school principals and heads of the family unit, we yearn for something solid to hold on to when everything else feels so fragile.

For the leaders themselves, it may seem unfair to expect so much from one person. However, what is undeniable is the incremental peace that is felt by followers, organisations, nations simply when receiving clear communication. This builds goodwill which is carried over when our leaders inevitably do disappoint us – they are human after all. It can be the difference between losing or keeping faith in their leadership.

You, the leader

The call to action for leaders, therefore, is not to be overwhelmed by the mountain they need to climb. Instead, it is a call to go back to basics, focus on fundamentals. Breathe deeply. Decide quickly and wisely. Speak clearly. And ultimately, to take responsibility for ensuring you have the support structures around you to be able to do so. Do I have the right equipment with me? Have I packed enough food and water for this hike? Have I brought the right team along with me?

Think about the spheres in which you lead. Have you gone back to basics? How do you ensure you can make wise and timely decisions? And communicate clearly and concisely? Your leadership performance counts now, more than ever before. Are you prepared?

Any athlete – in this case it may be a corporate athlete or political athlete – knows they need to train, recover and refuel appropriately to reach their peak. In VUCA times such as now, where peak performance is expected to run for months on end, the athlete – the leader – has a responsibility to build in their own training, recovery and refuelling.

One evidence-based method to help train, recover and refuel is leadership coaching. Coaching creates a safe space for the leader to pause, step off the mountain, put down the hiking sticks, and reconnect with their why. Utilising this space allows them to broaden their perspectives, rebuild and wisely utilise their resources, and focus on their needs as well as the needs of their people.

By stopping to train, recover and refuel amidst a VUCA crisis, the leader is better equipping themselves to understand the message the want to send their team, reconnect with their core values and drivers, and ultimately, safely lead the team to summit.

Coaching can assist you in building your resources so you can achieve not only the leadership basics, but all the other building blocks to ensure your families, your teams, your people, are successfully led through these VUCA times. 

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