Navigating uncertainty. Working in the grey. Change management. Process transformation. Whatever you call it, in many organizations working without clarity and amidst ambiguity is the new normal. Priorities, tools and people are changing more frequently than ever in order to adapt to the evolving needs of stakeholders, such as customers, members and employees. Where I work is no different and I’ve recently learned some great lessons about getting work done in absence of a lot of information. Here are three ways to lead amidst ambiguity.
Be transparent
A funny thing about people is that we’re pretty darn creative. In most cases this is a very good thing, but during uncertain times at peoples’ creativity can present serious challenges because, when we don’t have all the answers, we make up all kinds of stuff to fill the gaps. This can be very counterproductive and, sometimes, hurtful. Do your best to tell people why decisions were made, why they were (or weren’t) included in them, and what the next few days and weeks will look and feel like.
By showing all your cards and being honest about what about the changes are known (and unknown, too) you will nip a lot of gossip in the bud. Being open about changes as they unfold also allows you to gather insights and ideas from your team, which not only helps people feel included in what’s happening, but also creates value in the work because more minds are part of the way forward.
Be vulnerable
Great leaders share their lives with others. During times of change it is important to open up to folks about how working amidst ambiguity is affecting you personally. People see right through “command and control” leadership styles, so don’t pretend like not knowing why a decision was made or having to move into a new, scary role hasn’t made an impact on you.
By acknowledging how changes have shaken you up, motivational lines like “we’re in this together” and “I need your help to make this work” are actually authentic, as opposed to resonating with your team as hollow clichés from a management playbook. When you have trust with colleagues and you tell them that you’re nervous about the days ahead they are more likely to collaborate in ways that bring clarity where there wasn’t any before, which will inspire confidence that’s contagious.
Be confident
Speaking of confidence, leaders can absolutely feel it and lead with it when they know very little about what work lies ahead. Confidence and certainty, while linked, aren’t the same thing. Leaders who are able to come to terms with uncertainty and communicate such ideas to employees make better decisions. People want to know that you’re on the same journey – enduring the same struggles – as them and that you are positive about how you’ll work together to create the best possible outcome.
Recently, I suffered from lower-than-average confidence because I didn’t have a lot of answers when I was discussing changes with my team. “We can be confident without having all the answers,” one of our senior leaders reminded me. And it’s true. In fact, amidst ambiguity confidence has the potential to be reimagined by how it pulls people together to create certainty where none exists. For now, anyway…