Uncertain

A few weeks ago, we delivered a keynote presentation on staying centered through uncertainty.

The presentation was designed to help executives acknowledge that while the world around us may be uncertain and volatile, we can withstand what we face when we stay centered and grounded in who we are, and what we stand for.

In our most recent podcast with Wendy Clark , who was the former CEO of the global ad agency @Dentsu International, former CEO of DDB, and former senior marketing executive at The Coca-Cola Company, Wendy offered advice on how leaders and companies can navigate moments of crisis and uncertainty.

To be human-centered despite all of the headwinds that may come our way, we need to be clear on our values and stay true to them.

She shared her own experiences when the Ukraine war began. In no uncertain terms, she reminds companies that they have to stay true to their values, and allow their values to guide them in the moments that matter. If a company or leaders’ true values are about equity and fairness, then speaking up about social justice seems in line with those values. Similarly, if a company or leaders’ values center around safety and well-being, then speaking up about a tragic war where innocent lives are being taken seems important.

Our last newsletter received incredible responses; we heard from leaders who thanked us for our perspective, appreciated the guidance, and even used the newsletter as a way to open up conversations on their own teams about topics that have been challenging to address on their own. What likely resonated most in our last newsletter was not the tips or action items - it was the calling upon our common humanity to show up for ourselves and each other.

The message to cultivate and honor our common humanity is taking hold.

I have read a few CEO’s statements about the ongoing wars and global turmoil we are facing today, and the ones that seem to strike the right tone (and don’t receive backlash) are the ones who speak to standing on the side of humanity, and acknowledge that when a person or group of persons may be wronged, they don’t stand for it. This hasn’t always been on company memos or websites; in fact, some of the most powerful moments I’ve heard about are from those who have shared that their boss or team member pulled them aside to chat about what was happening.

Uncertainty is hard to navigate, and it isn’t going away. In fact, in a world where technological advancements will leapfrog all of our existing capabilities as human beings, we should expect more and more uncertainty. Which is why staying centered - human-centered - is so much more important today.

In our work with leaders and companies who display human-centered traits and cultures, we have found a few things they do slightly differently to manage through uncertainty.

They stay true to their values. They are certain about what they stand for, and what they don’t. They are also willing to relook and re-evaluate their values as they are time and battle tested. As Wendy Clark mentioned, companies who are clear on their values don’t waver in the moments that put them to the test - especially in moments that put them to the test. Values and priorities can sometimes be mistaken - priorities are what you do and when you do it. Values are who you are and why you do what you do. When those are misaligned, the dissonance can feel unbearable. Take for example companies who are extracting employees from war torn regions. As a company, it must be established that we will protect the human lives of our own employees, which then makes subsequent decisions easier to make.

They are in tune with why. Leaders who are human-centered understand why they behave as they do, and understand the origins for their behaviors and triggers. They are not judgmental in this effort - towards themselves or others. They do the work to understand themselves, their past, and how it has shaped them. Take an example of a C-suite executive who was struggling to work with C-suite peers. After a few coaching sessions, they realized that a tough relationship with their siblings (always competing for resources) created a naturally hostile relationship between peers where they were always competing. By recognizing how early relationships played a role in their current relationships with peers, the CEO is more adept to implement change that may improve the relationship over time.

They rely on themselves and humans around them. Leaders who navigate uncertainty effectively understand that they cannot take on the world alone. They seek out other human beings who they can lean on, and who share similar challenges and opportunities. So often, in moments of uncertainty, we become insular and withdrawn, rather than reaching out for help and guidance. Relying on the collective genius of other humans around you taps into our collective humanity, and reinforces our faith in one another. Its a virtuous cycle.

There is so much more. If we can help explain human-centered leadership to you or those in your company, reach out to us at [email protected]. We are more than happy to help.