When we visit a doctor, often the first step in diagnosing an issue is to get the imaging. Xray, ultrasound, CT scan, MRI — whatever they need to get reliable visibility on what is going on. Makes sense.
Our leadership is no different. Today’s tip to lead well in uncertainty is to “get the imaging.” You need reliable visibility of what is actually happening inside your organization.
Continue reading “Get the Imaging”In this second installment on leading well in uncertainty, I’m inviting you to consider your corporate culture. It might seem like a bit of a leap, but how it feels to work in your organization can powerfully strengthen people’s adaptability, or undermine it. Adaptability is what you most need to encourage in your people during turbulent times.
Continue reading “Set the Tone”Today I am starting a series on leadership behaviours that help in contexts of uncertainty and accelerated change — and ones that don’t.
Deloitte’s 2026 Global Human Capital Trends report indicates that one third of workers experienced at least 15 major changes in the past year. These include changes in the work, in the skills required to do the work, in the tools used to do the work, and in customer expectations of the work. That’ll make your head spin! The report goes on to describe that the effects on workers have been largely negative, with 68% experiencing decreased wellbeing and 58% feeling less relevant or left behind. And leaders themselves aren’t immune to this pace of change — they are experiencing it even as they must lead through it.
Continue reading “Driving Fast in Fog”I don’t know how to surf.
But as a metaphor for adaptability and responding in uncertainty rather than waiting for calm seas — that I do know something about.
I’ve recently been upgrading my adaptability intelligence coaching through AQai. We’ve been talking about Change Uncertainty (Cu) as a dimension of adaptability, and why it matters. It’s exciting because it is so very relevant.
Continue reading “Surfing Lessons”About six months into the COVID lockdown of 2020, I remember a fellow facilitator saying to me, “I don’t do digital meetings.” My cheeky response? “Happy retirement.”
Lately I’ve been writing about making decisions in uncertainty — about paying attention to the quantity and quality of the information we’re gathering, and to the nature of the decision itself. Today I’m thinking about the timing of decisions.
Continue reading “Learning to Surf”