The World in a pandemic that si? in one World VUCA -volatility, uncertainty, complexity and ambiguity

One of the most frequently used terms this year is VUCA, an acronym for Volatility, Uncertainty, Complexity, and Ambiguity. I first heard it a few years ago at one of the American universities, and the US is the country where the VUCA originated. The acronym was first used at the end of the 20th century by US Army War College to describe the post-Cold War's geopolitical situation.

As 2020 has shown us, we live in a world in which life-altering events are not uncommon. These are the so-called black swans, which wreak havoc and bring changes in the economy and social life as a whole. I do not doubt that this year's pandemic has impacted many aspects of our lives and will continue to do so. What have I learned from it?

Firstly, virtual contact cannot replace human interaction. The pandemic made us realize how important for our health are face-to-face meetings, lunch break conversations, or even saying hello while passing someone in the hallway. Remote sessions cannot possibly create the energy and, should difficult times arise, the support we receive from others.

Secondly, the right balance is critical in communication with the team. Most problems in running a business result from the lack of genuine communication. It is inappropriate to send messages too often and "flood" others with emails, but it is also unwise to limit access to information. As for me, the right balance is struck when I have one video conference with managers twice a week, a chat with all employees at least once every 2-3 weeks, and, last but not least, internal communication on important organizational changes.

Thirdly, honesty. You cannot sweep problems under the carpet, as talking about the challenges and risks facing the company/department/team is a must. Employees also need open and honest information about their superiors' decisions, e.g., who works from home and who has to come to the office. Teams need to be sure they are treated fairly, equally, and objectively.

Fourthly, understanding, and acceptance. After the initial fascination with remote work, many employees ceased to perceive it as a convenience and now see it as a necessity. Employees' professional duties overlap with childcare responsibilities (lockdowns); many find it hard to organize the workspace at home or are simply reluctant to use new technologies in everyday communication. A leader must be ready to look at such situations from the employees' perspective and put themselves in their shoes. As we all know, a hungry child will do anything to grab the parent's attention, especially when there is a very important videoconference to attend. 

Fifthly, agility, and flexibility. These two skills, along with quick adaptation, are nowadays crucial in enterprises. Experiments and risk-related activities instead of lengthy analyses and discussions are unrivaled in finding the way in this uncertain world. Reframing, i.e., looking at the situation from a different perspective and spotting the emerging opportunities, can also be very beneficial.

This difficult, pandemic year has led me to one more reflection. Only work which we find meaningful can keep us committed. In the VUCA era, to motivate means to apply an individual approach to employees through the prism of their current needs. And it also clearly shows to managers that only by caring for their employees' development and self-fulfillment will they achieve good teamwork results.