It is relatively easy for a leader to make good decisions and take the right action when there is solid relevant data and it all points in the same direction. Big data and the ability to slice and dice may reduce ambiguity yet at times it may leave people more confused at a higher level of intensity.
It does not eliminate the requirement that leaders take action, convey optimism and inspire progress when all the questions are not answered or answerable. Dealing effectively and persistently with ambiguity is an expected competency of leaders in high performing businesses. Here is what one tech giant expects of leaders.
Level 4 – Expert level of competence in Dealing with Ambiguity. This is what is expected:
- Anticipates the impact of change and directs self and others in smoothly shifting gears.
- Uses ingenuity in dealing with ambiguous situations and guides others to cope effectively.
- Thrives on situations involving risk and uncertainty.
Consider these suggestions to get good at gray.
- Binary thinking limits creativity.. It would be easy if there were only two discrete options – this or that, black or white, good or bad.The best answer or decision may be some of this and some of that or something entirely different.
- Routine is good. It saves time and reduces the need for repetitively making the same decisions. Routine is bad when it a barrier to improvement, exploration of possibilities and growth.
- Risk and reward are related. Big reward without risk happens but not much. Here is a challenge for those who avoid anything outside a predicable comfort zone. Rent a car that is the opposite of your daily ride. (Porsche, Corvette, Prius) Commit to an adventure and make no reservations. When a roadside sign indicates something of interest, turn off and take a look. Eat when you are hungry. Try a truck stop. Talk with people. Find a place to stay when you need it. Be impulsive. The point here is to learn and experience by doing things that are out of character. Be open to learning and you may be surprised at the adventure that emerges from an unscripted break from the norm. Let me know what you discover.
- Fail fast and move on. Some risks don’t work out. Some decisions made with seemingly good data don’t work out. Some hiring decisions don’t work out. Some new jobs in new companies don’t work out. Accept that reality. Evaluate what you learned and move on. Stop beating yourself up and stop allowing others to beat you up over old history.
- Gut –feel is valuable in dealing with ambiguity. Use it as an indicator requiring validation and purification. If something doesn’t feel right it may well not be right. It is time to dig deeper. Introspection can help discover the personal factors that cloud thinking. Encouraging others to challenge our perspective and consider relevant facts that both agree and disagree with gut feel can lead to better decisions when there simply isn’t a crystal clear direction. Check alignment with values and vision and make the decision.
Comfort zone and personal growth don’t play so well together. I’m the Outsider, and that’s what I think.
– Randy Boek
Featured photo source: Flickr user ramblinglibrarian, listed for reuse under Creative Commons.
