Part 3 - Leading in the Now and Post Pandemic

If the importance of a leader's ability to navigate change, uncertainty and disruption has ever been in doubt, the last 2 years have made it clear it’s now a necessity. Not only are the leaders I’m working with concerned about the impact on productivity and quality of work, but more than ever, they are concerned for the health of their people. And, if we’re honest, the pressure we’re experiencing is only going to continue to increase. Change will continue to create more change, companies will continue to be more accountable to shareholders, and the pressure on our people will rise.

In this 3-part series I have explored, what I believe, are 3 fundamentals every leader must focus on to balance the success and wellbeing of both themselves and their people; being priorities, certainty, and boundaries; and we discover how at the intersection of these, leaders can bring back a sense of control, clarity, and a centre of focus for their people, ensuring they, their people and their organisations continue to thrive.

Setting Healthy Boundaries

In part one of this series, I discussed not only how the pandemic has exponentially erased the already blurring lines between work, home and now school. But also explored what boundaries are needed and how, as a leader, you can assist your people in identifying and implementing healthy boundaries. Boundaries that will allow your people to both thrive and maintain a calm and balance in the chaos, providing them both clarity and a sense of control over their uncontrollable.

Get Clear On Your Priorities

In part two of this series I challenged you to discover how you can provide clarity on your priorities and how this can give you leverage to negotiate. But also, how having a clear centre of focus allows you and your people to be more effective with the use of your time, deliver on impactful and important work efficiently whilst improving productivity and morale.

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Uncertainty, the Nemesis of Direction, Motivation, and Wellbeing

In this, part three and our final in the series, I look at the impacts an uncertain and complex environment has on you and your people and why, as leaders it is important to help them not only navigate uncertainty, but also how to create certainty in their days. The approach of ‘you need to get comfortable with being uncomfortable’ is only part of the story.

Uncertainty refers to the extent to which we can confidently predict the future. It is associated with how we perceive our inability to understand what is going on around and to us. According to a study completed by Harvard Business Review, when our people are grappling with complexity and uncertainty over prolonged periods of times:

• it can incapacitate them and make them anxious;
• it drains motivation, what is the point of all this work if things are going to change next week?;
• we begin questioning our career, or our next opportunities, because who knows what might happen and when;
• it increases the chances of people making poor decisions, it can even paralyse the decision-making processes, because without all the necessary information how can you possibly know you are doing the right thing; and ultimately
• it negatively impacts your organisational culture.

This is the other part of that story.

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The Mental Load

As human beings, we can only handle so much uncertainty, like stress, some uncertainty is necessary, healthy even. But there is a limit, a line that when crossed results in uncertainty causing heightened anxiety and unnecessary stresses. This is why, when faced with working and living with increasing uncertainty, confusion, and complexity, it is our role, as leaders, to help our people understand where certainty can be found in their day to day lives.

"We let go the present, which we have our power, and look forward to that which depends upon chance, and so relinquish a certainty for an uncertainty."

Seneca, Roman Philosopher

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Controlling the Uncontrollable Will Lead You to Certainty

In contrast, when we have certainty about the future, or even some certainty, as humans, we become more focused, more willing to collaborate and more able to learn and grow. So as leaders we not only need to help our people navigate uncertainty, but help them to create a more certain environment through understanding:

1. You First: you need to put on your oxygen mask first before you can help others ie you need to lead yourself through uncertainty before you can lead your people. Using Stephen Covey’s Circle of Influence, a simple and practical tool, to discover what is controllable; what can you influence and what is completely outside both your circle of influence and control in your world. This tool helps to understand when we focus on the things that concern us, we feel and believe we are unable to control much of what is going on in our lives. So, we become reactive to the circumstances around us. However, when we begin to focus on what we can control ie our choices and how we respond to what we cannot control, our circle of influence grows, and we become more proactive in both our thinking and our actions. When you take some time to truly assess this, you might even surprise yourself on just how much you can control and/or influence.
2. Embrace the Unknown: and yes, this will feel awkward, maybe even embarrassing, because people come to you for answers, right? It’s ok not to have all the answers, in fact, when you embrace the unknown you create a space for you and your people to be curious, experiment, explore, learn and grow. Resulting in increased collaboration and improved problem-solving skills.
3. Create a Cause – even when challenged with uncertainty, it’s still possible to think ‘blue sky’ and create a vivid picture of the future for your people - defining the team’s ultimate purpose and overarching success within the organisation. And sure, you may come across some detours and take roads you hadn’t predicted, but you’ll eventually arrive at your ultimate vision. This creates yours and your people’s centre of focus.
4. First Seek to Understand: meet uncertainty with understanding. You need to meet your people where they are at, then take them, guide them on the journey with you. Through understanding you build deeper relationships of trust and provide a safe space for constructive feedback, both of which are essential in a complex and uncertain environment. In such a space your people will feel safe to explore and navigate uncertainty without fear.
5. Mould the Culture:?complex and uncertain environments provide both the catalyst and opportunity to create a culture that supports growth and innovation. An opportunity to let go of perfectionism, expecting mistakes and testing new ways of working; where you can reflect, learn, and course correct as needed. We know that the goal posts are continually shifting, so aiming for perfection will only zap the motivation, drive, and energy of your people. Instead, why not harness this opportunity to mould your culture positively.
6. Taking Back Control:?in some circumstances the only thing you may be able to control is your own thoughts, feelings, and behaviours ie how you choose to respond to any given circumstance, and please do not underestimate the power of such a simple shift in perspective. As Stephen Covey explains in his book “7 Habits of Highly Effective People” between the circumstances and our response we have the power to choose, the power to stop and choose a different response THIS TIME. Work with your people and help them explore all the different options in which they can take responsibility for their thoughts, feelings, and actions, with the aim of choosing a different response that puts them in the driver’s seat. One that puts them back in control of them.

When you begin controlling the ‘perceived’ uncontrollable, coupled with clear priorities and setting healthy boundaries you will provide an environment where, even in a world of complexity and uncertainty, your people will have clarity on their priorities, a centre of focus and a sense of control. How do you lead yourself and your people through uncertainty, helping them define and create certainty in a complex environment? I'd love to hear your thoughts.

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Kathryn is a Leadership expert, specialising in Conscious Leadership, Confidence Resilience and Transformational Change, in particular for professional women leaders and their teams. Her combined passion for people and leadership has led her to helping executives and their teams reach their full potential.

Kathryn has 20+ years experience working with individuals, leaders and teams as a mentor, coach and corporate facilitator; generating conversations that create sustainable change through connection, clarity, confidence and creating a new path toward success.

Kathryn brings a different dynamic to the world of mentoring and facilitation through a balance of raw honesty and humour and the ability to find creative solutions through her energetic personality, persistent curiosity and process. She prides herself in obtaining results through tailoring an approach to the individuals, leaders, and teams she partners with.?

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