Storytelling and leadership amid uncertainty
A new article from the Harvard Business Review emphasizes the central role that vision and storytelling play in asserting leadership in the face of uncertainty.
Written by a U.S. Army special operations psychologist, a lieutenant colonel from the same unit, and an Ohio State professor trained in neuroscience and literature, the authors use the 1980s U.S. military concept of VUCA—volatility, uncertainty, complexity and ambiguity—as a jumping-off point. They argue that leaders who perform best amid VUCA stand out for their storytelling skills. These leaders have vision—a word the authors use to describe an ability to:
Make low-data decisions. In VUCA situations, more data may not be available or helpful. That's why leaders should focus on "exceptional information" that cuts against existing rules. This information indicates emergent threats or opportunities and triggers new thinking.
Employ active questioning. Rather than relying on active listening, leaders should employ active questioning. Delay asking "Why" and prioritize "What, Who, When, Where and How" to uncover exceptional information.
Emphasize the planning process, not the plan itself. Leaders should prepare for VUCA by training themselves to generate multiple plans, including extreme contingencies. This approach prepares leaders who can adapt in the moment when a plan fails.
Channel fear or anger to a higher purpose. Instead of dissociating from fear and anger, leaders should use "emotion reset" to recall times when they successfully dealt with similar feelings. This technique helps assess the validity a flight-or-fight response, allowing leaders to respond appropriately to the level of VUCA they face.