How do you coach leaders to handle uncertainty?

Sometimes first thing is to have an open discussion about the clients relationship to uncertainty. Does he/she wish to challenge that relationship. They might wish to learn to see it more as a new normal, or even a possibility. (to change things, to incorporate more co-operation and more co-responsibility)

It's important to understand a client's mindset towards uncertainty. Do they constantly worry or have fear about the unknown future? Or do they focus on controlling the controllable with a mindset that ambiguity and uncertainty are a part of leadership, and they have the confidence that they are able to navigate through it? What-ifs are good to prepare for, but when worry sets in, it can hinder growth and performance. It's important to understand your client's mindset which may require you to help them transform to a new one.

The first step is to bring the certainty of uncertainty into the conscious thinking of the leader. Perhaps framing a discussion about the pace of change in industries over the last 100 years, which has been exponential. Then perhaps discuss models that allow for faster decision making such as the OODA loop. The "Cynefin" model by Dave Snowden is also a great place to start. Having leaders situate themselves, and their challenges before jumping into solution mode. There needs to be a level of psychological safety that nurtures an environment of experimentation. A safe to fail environment. As leaders, they need to understand all this and be able to role model it. A difficult challenge.

Another tool you can use is Motivational Maps - the tool helps you discover what truly drives you and what doesn’t. There are motivators that will be more comfortable with uncertainty and change and some that will be more driven by certainty, stability and safety

Visionary chief executives know that in uncertain times, it is their responsibility to engender high levels of certainty in areas within their control. My major client experienced market and pricing challenges that placed the business in a precarious position. Four actions we took to stabilize & elevate performance and profitability were to 1.) Invest in talent development and engagement - a strong staff can better navigate and respond to uncertainties; 2.) Be financially prudent by building a strong balance sheet and sufficient reserves to weather ups & downs; 3.) Apply 'agility' in the short-term and 'sustainability' long-term to provide stability; 4) Communicate direction and outcomes to staff, investors & stakeholders

When we change who we are being, we also change how we experience the thing we're looking at. Being includes the beliefs, values and worldview we hold and when we bring these, often unconscious, beliefs into our awareness, it allows us to work on them. In other words, we cannot change what we're not aware of. Sometimes it's enough to observe the limiting belief and nothing needs to be 'done' to it - simple awareness can create release. Combined with even a tiny forward moving step, supporting a new, affirming way of thinking (ultimately forming a belief), can then be considered as a good idea, to overcome a limiting pattern and give ourselves evidence that we can be and do differently - a powerful way to challenge our own outdated beliefs.

As a coach I support them to get present to their 'emotions' around not knowing and moving with uncertainties. Many beliefs underlying need awareness, expression, questioning. Until a coach asks questions most of us stay unaware of the 'operating software' we are running inside of us:)

I coach expats moving to new countries. Moving to a new country often means dealing with unknowns and unpredictability. Here are some practical tips what I found important with my clients: 1. Resilience Building: Learning how to bounce back from setbacks and adapt positively to challenging situations. 2. Effective communication: The more uncertainty, the more you should focus on your communication to be clear. Often, when stress from uncertainty arises, your intended message may be misunderstood. 3. Learning from mistakes: Mistakes are an inevitable part of life, and as a leader, embracing these errors is essential for personal and professional growth.

I coach leaders to lean into uncertainty. Uncertainty only becomes certain by embracing and stepping towards it. Only then can one truly understand the potential. Doing nothing doesn't help with any level of understanding the what's next and or personal growth.

When we change perspectives on something, emotions tend to arise. If we've been avoiding uncertainty & suddenly wish to embrace it, emotions such as fear, doubt and anxiety can become present. These are the moments when self-regulation matters. Eg: "Can I go forward in this moment AND feel fear?" When we a) recognise our feelings and b) allow ourselves to feel them while taking action, we are creating resilience and allowing ourselves to be a human, with all their thoughts, feelings and sensations. To be uncomfortable when doing the uncomfortable. I believe confidence, more certainty & a higher level of skill is the result of embracing the uncertainty, not a pre-requisite to it.

As coach, useful to get leaders to see their strenths with uncertainties. This is the positive psychology and strengths based approach to preparation. Support them in getting comfortable with saying ' I do't know' Support them in some domains to be a dignified learner and a beginner too. saying this to their teams too.

Clarity work is essential here. In perceiving, processing and communicating. Many practical skills are user specific i.e needing careful individual implemantation. Appreciative open discussions here with focus on goals and essential.

Communication is important - and it starts with self. What are you saying to yourself? What's the story, the narrative that goes alongside embracing the uncertainty? The language we speak shapes our world and when we start with ourselves, creating clarity and clear guidelines to ourselves, communication to others becomes more aligned and clear, too.

One of the strategies is ' working with the wisdom of the body' The body and the mind in our 'gut' needs tapping into. A leaders intuition is powerful in defining next steps. How can I as a coach support developing this wisdom is something I often keep in mind when working with a leader who is constantly working with ambiguity.

Very often coaching-up is the challenge here. How to communicate with own boss to have the support needed.Also openness is needed when incorporating other persons in turning the uncertainty into an asset

An overarching component in turning uncertainty into an asset is conciousness, both for coachee and for the whole organization. Elevated conciousness is the key for success.

When we face new frontiers, it's important to take time to integrate the experiences, too. Often high performers ignore what's gone well and focus on what could have been better. To include both, in a life-affirming way, and really being intentional and conscious in the process, expands a leader's capacity and comfort zone, so helping them take on a new level of uncertainty when it arises. In my opinion, integration processes are often overlooked, causing leaders to almost return to their previous baselines, ignoring the opportunity to deeply and truly upgrade their 'playing field'.

Good motto heard from Dr David Clutterbuck: ” Dont let good crisis go waste” Also the uncertainty being the new normal, requires new ways of organising. Old power structures most probably suit best for old kind of situations. ”What got you here, wont get you there”