Vital Competencies in a VUCA World
COVID-19’s new normal resulted in many firsts — for example digitisation and the global mass transition to remote work operations. Such a volatile, rapid, and complex (with the changes ensued) degree of change represents a VUCA environment. Organisational leaders need to embrace a unique set of competencies to thrive under unexpected stress and pressure from sudden demands.
Critical thinking is crucial in reactive organisational policies. However, VUCA requires leaders to act with a more robust arsenal of skills. Leaders need to combine quality communication with intuition and develop the ability to interpret the subtlest notions and opportunities while staying afloat. Such a concept may seem impossible while companies already struggle with primary operational challenges, but a systematic approach could set the stage.
The EDA (Executive Development Associate) broadly defines the new competency as cognitive readiness, which includes seven core components. By adopting a sense of cognitive readiness, leaders can prepare for the unexpected while keeping employees calm and collected through the maelstrom.
Mental Cognition
Fear naturally stems from uncertainty and a lack of control in the VUCA world. Organisational leaders can silence the negative voice in their heads by recognising and regulating their thoughts and emotions. The mastery over mental cognition takes time, and leaders can begin training with handling mundane issues at the workplace.
For example, leaders can scrutinise and evaluate workplace conflicts to decide the optimal way to handle the situation. How can the leader resolve the issue by considering the welfare of the organisation and all parties involved? More importantly, leaders need to react without biases and prevent emotions from getting in the way. Regular socialising, exercise, and mindfulness meditation are some ways to improve mental cognition for the long-term.
Attention Control
Attention refers to focused awareness on the things that matter in the immediate present. VUCA environments create chaos, and an organisation’s trusty SOPs and safety nets get quickly flung aside, leading to panic and decision paralysis. Most of the problem lies in a leader’s inability to focus on the innovation and decision-making required in responding to a novel situation.
Rather than being stifled or disheartened by the inaccessibility or lack of the usual resources, leaders should manage attention control and conceptualise pragmatic solutions without delay. VUCA leadership encourages individuals to ask, “what’s next?’ when they reach a hurdle.
John Hall, the CEO of PR company Digital Talent Agents, recommends the four Ds of doing, delegating, deleting, and delaying, which improves focus and productivity.
Make Sense of the Situation
VUCA environments present complex and ambiguous scenarios that may trouble the most influential leaders. Without the proper approach, organisational leaders may find themselves affronted by a fragmented view of the situation. And the lack of a clear or complete picture leads to the formation of ineffective and partial solutions.
Leaders need to take a step back from the overwhelming situation and consider the interdependencies and interconnected variables within the organisation. A single decision goes a long way, and a proverbial opened door may lead to a hallway with yet more doors.
Hence, leaders need to sharpen their sensemaking skills, a fundamental construct proposed by organisational theorist Karl Weick. Sensemaking refers to the practice of structuring the unknown in a manner that enables practical action.
Trust Intuition
A healthy amount of intuition can help organisational leaders make snap decisions in the rapidly changing VUCA world. However, it is equally important to consult data and varying perspectives to avoid miscalculations and oversights. Professor of Strategy at IE Business School Mark Esposito shares, “Leadership in the 21st century is no longer structured or silo-driven, but dynamic and fluid. It requires innovative thinking, awareness of interconnectivity, and cross-collaboration.”
Engage in Consistent Problem-Solving
Problem-solving lies at the core of VUCA leadership as individuals attempt to make sense of the non-conventional world and its future. An effective leader should possess the skills to approach the most demanding challenges straight on and identify the risks and opportunities arising from the confusion or uncertainty.
The anxiety, fear, and anger from VUCA situations can significantly compromise decision-making skills. As such, it is integral for leaders to incorporate a consistent problem-solving structure in their business strategies.
Clinical psychologist Dr. Soph recommends a problem-solving technique that involves brainstorming for five possible solutions and an “impossible” alternative, state their pros and cons, and working towards the most feasible item on the list.
Work Towards Adaptability
Ultimately, VUCA requires all leaders to adapt to an evolving environment. Leaders need to be versatile and ever-ready to swap out standard procedures with ad hoc solutions. A “survival instinct” will gradually drive business and organisational adaptation, but leaders should aim to limit their losses with well-researched contingency plans.
The Journal of Leadership Response reports, “Adaptive organizations respond to the changing situation by assessing the situation and developing feasible actions to succeed. Adaptable organizations are responsive to change but also proactively plan for changing conditions.”
Leverage Communication
Quality communication is the glue that keeps cognitive readiness in place. Leaders and employees need to maintain uninterrupted communication to keep everybody on the same page while navigating the sinuous paths of a VUCA reality. Organisations can significantly improve working relationships with regular and transparent communications.
Stakeholder communications company, Black Sun, recommends that organisations implement a FACT-check in their communication strategies. FACT stands for flexibility, authenticity, clarity, and trust. Black Sun recognises FACT as the most important themes for better practice communicators in times of uncertainty and beyond.
Remote operations should never compromise the quality of workplace exchanges and relationships. A VUCA-ready leader must provide the digital tools and online platforms necessary in bridging the distance at all times.
There are no surefire solutions in dealing with a VUCA environment due to its unpredictability. However, with cognitive readiness, leaders can mitigate the effects of the sudden storm and prepare for a more certain future.
A VUCA world presents huge challenges for both leaders and employees, forcing us to be prepared to deal with constant evolution and change. StrengthsAsia has helped many individuals and corporate clients continue to survive and thrive by enabling breakthrough experiences for leaders, teams and organisations. If you wish to learn more about the Strengths Leadership Program, please reach out to us here.
