Leadership for a Complex Evolving World - What got you here won't get you there
It is common knowledge that the pace of change has exploded and that the world is more interconnected than ever before. It’s also no secret that complexity has crept into our lives and organizations at equally impressive speeds. Amidst this, business leaders today are faced with pressure to drive change fast and deliver on creativity and innovation that will help them survive.
Ok, so if we already know that…so what?
Unfortunately, we are often so busy asking leaders to ‘adapt’, that we lack the appreciation for the implication of this complexity on leaders in general …and the support they need to help them know what to do about it. Our first instinct, whether conscious or not, is to assume leaders already know how to lead….
Something to consider… Many of today’s leaders built their leadership ‘tool belt’ in an age where expertise, predictability, analysis, strategy, and planning were the backbone of key decisions ….and capability in these areas very likely proved the cornerstone of their success. In an attempt to cope with complexity, many leaders instinctively look to traditional wisdom (“plan better” or “gather more data”) for help. But instead, are finding that these techniques offer little relief.
An emerging field of complexity science — which studies patterns in complex environments such as economies, commercial eco-systems and social networks — offers some insight as to why this is… (Yes, it is getting a little academic but keep reading anyway – it’s worth it)….Studies of complex systems over time have identified that these systems share traits of interdependence, adaptation, and unpredictability. Equally important, studies confirm that unlike traditional systems, there is no ‘right’ answer or assurance of success in complex systems.
Ok, so let’s digest that for a second. What this suggests is that the very toolset and mindset that leaders were groomed around, taught and yes, rewarded for, has vanished. The stability leaders once knew has turned into quicksand. And, this is happening when the pressure to perform is more intense than ever.
So now what? What should leaders be doing when faced with complexity? Leadership research for complexity points to new behaviors that distinguish leadership success for dealing with complexity. For example:
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Instead of…. |
Consider … |
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Analysis –or finding cause and effect or nailing the problem |
Curiosity, asking human-centered, empathy driven questions |
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Making the best choice |
Synthesizing, or making connections from all the activity or details back to human needs |
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Turning to role clarity or specificity or control |
Inspiring collaboration and getting the most from diverse groups– supporting communities of practice and add more degrees of freedom |
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Implementing one solution and monitoring |
Iteration – or trying multiple solutions and evolving what works |
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Building expertise |
Building flexibility and creativity to uncover new solutions |
So, back to the ‘so what’?
The ‘so what’, is that a leader’s must adapt alongside change and complexity and their ability to do so has everything to do with the success that will differentiate them. That said, leaders need help and support outside their existing networks to explore, learn and develop comfort with new approaches.
Parting thoughts…next time you are faced with complexity, try this:
- Set your mind to exploring complex problems, not solving them.
- Cultivate curiosity that probes for connections and patterns in place of answers.
- Resist ‘right’ or ‘final’ decision making.
- Cultivate diversity – the more contrasting perspectives, the higher the likelihood of mitigating bias and unlocking breakthrough insights and ideas.
- Take a collaborative approach that values honestly and safety to disagree, fail and learn forward together.
- Embrace and share your vulnerability - it is authentic and contagious - building trust and safety to engage others in the journey!
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