Ambiguity: a state of being vague or unclear.
In my book, Strive Together, I wrote about our rapidly changing and uncertain world. Now it seems everything has been amplified and accelerated. The Coronavirus Pandemic has shutdown entire countries, crippled supply chains, and left leaders of all types scrambling. “Uncertainty” does not adequately describe our world right now. We are now living in a world of ambiguity. No one is sure when this will pass, how soon we will be able to get back to normal, or what will “normal” look like.
The good news is that we will pull through this. The bad news is that this will not be the last time that we face a crisis of these proportions. Experts predict a rise in infectious disease pandemics in the future, and we will also likely see a rise in weather-related catastrophes. We have erected a gigantic, interconnected world economy. This comes with innumerable benefits, but it also comes with increased risk and uncertainty. To succeed in this new world of constant disruption, people in leadership positions must get comfortable with ambiguity.
Many of my clients lead companies that are in constant-change industries. People who work in these companies understand that they must be in continuous invent, adapt, and reinvent mode. Their last product may have been a hit, but to stay relevant, they need to constantly go back to the drawing board. Now, with the onset of this pandemic, all companies must live in this reality.
To succeed in this new reality, companies will have to be led, not managed. There is a huge difference! Management is about process. It’s a science. Leadership is about people. It’s an art. Designing an effective strategy and impeccable planning is crucial. But during uncertain times the process will always be compromised unless the people involved are inspired to stretch beyond what their perceived limitations.
Do you want to simply cope with ambiguity or thrive in it? In this series of blogs I will discuss how Leaders inspire and empower their people to stretch by imbuing a Spirit of Strivership in them. Strivership is an ethic of continuous improvement based on the origin of compete, ‘to strive together. I will provide you with a framework for thriving in ambiguity whether you are working onsite or remotely. We will discuss how leaders engage with their direct reports to cultivate key attributes in 3 other important workplace relationships - to Self, Team, and Boss. It is important to note that while these blogs are aimed primarily at those who lead others, in these times, we are all leaders! Strive On!
Next time: To thrive in ambiguity leaders must embrace the vulnerability required to exhibit a genuinely strong sense of self. To lead others you must employ the most important cultivation tool of all: leading by example!
View the entire series
Strive Together
Jeff's new book offers a fresh, provocative, and challenging approach to leadership for business leaders, coaches, and educators.
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