5 Steps to Leading Through VUCA: Volatility, Uncertainty, Complexity, Ambiguity

The military uses a lot of acronyms for just about everything you can think of (and many things you never would have considered). For example, BDU – Battle Dress Uniform, EOD – Explosive Ordinance Disposal, FTA – Failure to Adapt, or even IBS (not the gastric kind) – Inflatable Boat, Small. But I recently read of another one: VUCA, which stands for Volatility, Uncertainty, Complexity, Ambiguity. And when I talk to leaders across all sectors, they are all feeling this. No one leader can always masterfully handle such volatility, uncertainty, complexity, or ambiguity. But there are things every leader can do to cut a path. Here are five steps that will help you lead your organization through VUCA: Volatility, Uncertainty, Complexity, Ambiguity.

1. Remind yourself that VUCA is the new norm.

Think about the VUCA so many leaders are experiencing in our present context. Finding and retaining employees. Managing a pandemic. Political divisiveness. Ever-changing regulations. Social media minefields. There is a VUCA flood hitting from every angle!

Ask yourself: What are the most pressing one or two volatile or complex issues that I am experiencing now or will likely be experiencing very soon?

2. Start with the right people.

Managing such complexity and volatility requires people who are smart, and not just based upon their academic credentials. You need women and men who have experience, possess discernment, and are courageous. Keep your band of brothers small since small is nimble, will be easier to manage frequent communication, and increases the likelihood of confidentiality.

Ask yourself: Do you have the right people around you to navigate the ever-emerging VUCA issues?

3. Go external.

Sometimes, you need outside help that can add objectivity, provide facilitation, or bring unique expertise to the complexity you are facing.  External guides can ask questions others may not think of or may fear asking. In addition, they are not limited by your culture or “the way we do things around here.” And because of their previous experiences, it is likely they have been through or know others who have been through messy situations like you are experiencing.

Ask yourself: Who can I safely go to outside of my organization for sound advice?

4. Create the right environment.

Leaders who are most effective at managing their way through uncertainty and ambiguity not only circle themselves with the right people, they also create an environment for making good decisions. This includes providing psychological safety for the team members as well as encouraging and expecting everyone to speak, suggest, and question. Under pressure, leaders can sometimes become more authoritarian rather than more collaborative, and do so to their own demise.

Ask yourself: How would my team grade me regarding creating an environment that is safe for participation and free from authoritarian behavior?

5. Act with urgency and decisiveness.

On more than one occasion, I have been surprised at how leaders and boards move slowly during times when it feels like the circumstances warrant urgency and decisiveness. In his book Servant Leadership, Robert Greenleaf said it with such clarity: “On an important decision, one rarely has 100% of the information needed for a good decision no matter how much one spends or how long one waits. And, if one waits too long, he has a different problem and has to start all over. This is the terrible dilemma of the hesitant decision maker.”

Ask yourself: What are we experiencing now (or will be experiencing soon) that will require urgency and decisiveness, and what may contribute to us moving too slow?

Contact us to learn how our experienced consultants can assist you in leading through a crisis.

Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.