THRIVE IN AMBIGUITY
WHY IT MATTERS
The days of being able to count on things staying steady and predictable are literally a thing of the past. Leaders who succeed in today’s modern world don’t rely on a stable workplace or fixed workday to get results. They have learned to prosper amidst ambiguity, and are not deterred by regularly shifting winds. They become anchors of steadiness for those they lead, and their organization, in the currents of transformation that surround them. Leaders who have the ability to perform at high levels amidst the unknown make their value immeasurable. Leaders who can’t thrive in ambiguity, or who can’t succeed unless there is calm and predictability, will be overcome when their safe moorings disappear.
WHAT IT LOOKS LIKE
Leaders who thrive in ambiguity know that businesses and organizations are becoming, by nature, less and less predictable. They know the days of predictable customers, competitors, markets, people, and partnerships are all but a footnote in history. They prepare themselves and their organization to build upon an ever increasingly unstable and unsure foundation.
Leaders who thrive in ambiguity see change as part of their normal routine. Instead of fearing the unknown, they embrace it. They are comfortable with each day being unpredictably different from the last. They expect change, and because they expect it, they are prepared to deal with it.
Leaders who thrive in ambiguity aren’t paralyzed from taking action or making decisions when they don’t have all the information they wish they did. They are willing to act on what they know, instead of failing to act because of what they don’t know. They have a willingness to take risks and step into the unknown.
Leaders that thrive in ambiguity can work effectively in chaotic situations. In times when the organization is at its greatest unrest, they are at their very best. They are able to maintain a clear focus and perspective on the work in front of them without placing too much emphasis on things they can’t control.
Leaders that thrive in ambiguity have the confidence to handle any situation or problem, whether it is familiar to them or completely new and unexpected. They do not back down or hesitate to act simply because they don’t know what to do. They get results even when doing work they’ve never done. They have the ability to solve problems and learn as they go.
Leaders that thrive in ambiguity have a high tolerance for stress. They function at a high level despite elevated anxiety and high-stake situations. When one move could easily mean the difference between success and failure they can handle the challenge. Despite the stress they feel they manage it and plow ahead in a controlled way.
Leaders who thrive in ambiguity build their organizations on processes and systems that are flexible and adaptable. They teach their people to adapt to new realities as a means of survival, and be willing to quickly let go of the past when it impedes the future.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
The days of being able to count on things staying steady and predictable are literally a thing of the past. Leaders who succeed in today’s modern world don’t rely on a stable workplace or fixed workday to get results. They have learned to prosper amidst ambiguity, and are not deterred by regularly shifting winds. They become anchors of steadiness for those they lead, and their organization, in the currents of transformation that surround them. Leaders who have the ability to perform at high levels amidst the unknown make their value immeasurable. Leaders who can’t thrive in ambiguity, or who can’t succeed unless there is calm and predictability, will be overcome when their safe moorings disappear.
WHAT IT LOOKS LIKE
Leaders who thrive in ambiguity know that businesses and organizations are becoming, by nature, less and less predictable. They know the days of predictable customers, competitors, markets, people, and partnerships are all but a footnote in history. They prepare themselves and their organization to build upon an ever increasingly unstable and unsure foundation.
Leaders who thrive in ambiguity see change as part of their normal routine. Instead of fearing the unknown, they embrace it. They are comfortable with each day being unpredictably different from the last. They expect change, and because they expect it, they are prepared to deal with it.
Leaders who thrive in ambiguity aren’t paralyzed from taking action or making decisions when they don’t have all the information they wish they did. They are willing to act on what they know, instead of failing to act because of what they don’t know. They have a willingness to take risks and step into the unknown.
Leaders that thrive in ambiguity can work effectively in chaotic situations. In times when the organization is at its greatest unrest, they are at their very best. They are able to maintain a clear focus and perspective on the work in front of them without placing too much emphasis on things they can’t control.
Leaders that thrive in ambiguity have the confidence to handle any situation or problem, whether it is familiar to them or completely new and unexpected. They do not back down or hesitate to act simply because they don’t know what to do. They get results even when doing work they’ve never done. They have the ability to solve problems and learn as they go.
Leaders that thrive in ambiguity have a high tolerance for stress. They function at a high level despite elevated anxiety and high-stake situations. When one move could easily mean the difference between success and failure they can handle the challenge. Despite the stress they feel they manage it and plow ahead in a controlled way.
Leaders who thrive in ambiguity build their organizations on processes and systems that are flexible and adaptable. They teach their people to adapt to new realities as a means of survival, and be willing to quickly let go of the past when it impedes the future.
BELIEFS
- The only thing that will remain constant in your work is that things will always change.
- The sooner you recognize that predictability and stability are a thing of the past, the more successful you will be.
- If you believe that each new day will bring the unexpected you will never be surprised or caught off guard when it does.
- You can only worry about and act on what you do know. Don’t waste too much energy worrying about what you don’t know.
- The only way to decipher the unknown is to step right out into the middle of it and dive into with all your energy.
- You either move with the flow of change and ambiguity, or they will move around you or right through you.
- The modern world of business does not have a place for a leader who needs things fixed. The new demand is for flexibility.
- Instead of bemoaning and feeling victimized by ambiguity, true leaders invest in making things good come of it.
BEST PRACTICES
- React to new situations with calm confidence.
- Don’t be intimidated by change or the unknown.
- Help others remain calm during times of unrest.
- Be patient with situations with no clear resolution.
- Don’t need all the answers all the time.
- Be able to jump from project to project.
- Embrace times of change instead of fearing them.
- Accept change as an everyday reality.
- Be willing to reprioritize whenever needed.
- Stay productive despite periods of unrest.
- Handle frequent starts and stops with calm.
- Be quick to change direction when needed.
- Find excitement going into the unknown.
- Let go of things quickly when required.
- Don’t be paralyzed by incomplete information.
- Allow the unresolved to resolve itself.
- Think clearly amidst commotion.
- Do not dwell on the unknown.
- Don’t try to end ambiguity too soon.
- Don’t be afraid of what you don’t know.
- Don’t get riled up when change is proposed.
- Rely on others who handle ambiguity well.
SELF-REFLECTION
- Do I embrace ambiguity and the unknown, or do I run from them, wishing for a more stable and predictable situation?
- Do I move forward and take action based on what I do know, or do I get paralyzed by what I don’t know?
- Do I get energized from each day being different, or do I need each day to be patterned the same as every other?
- Do I get results amidst erratic circumstances, or do I require everything to be stable to get results?
- Do I reliably function in high-stress environments, or do I feel like stress causes me to lose a step?
- Do I step out into the middle of the unknown, or do I sit back and wait for others to take the first step?
- Do I react to new situations with calm and confidence, or do I get unsettled and stressed out?
- Do I handle frequent starts, stops, and changes in stride, or do I let constant change rattle and upset me?
WORDS OF CAUTION
- Don’t create ambiguity if you can avoid it, forgetting that most people do better in regular and predictable circumstances.
- Don’t let ambiguity build up for so long that people’s endurance wavers and their performance suffers.
- Don’t make excuses for letting ambiguity persist instead of working diligently to help things stabilize as soon as possible.
- It’s okay to not have all the answers.
- I don’t mind when my routine gets turned upside down.
- I know I can handle any situation thrown at me.
- The unknown is more exciting than it is intimidating.
- I stay calm even when I have no idea how to handle a problem that has surfaced.