3 Techniques to Transform Uncertainty Into a Direct Course of Action

Hundreds of leaders and team members are bearing the burden of the uncertainty that has persisted despite the pandemic's abatement.

Both executives and a sizable percentage of regular employees are concerned about what lies ahead. Macroeconomic headwinds, mistrust of the media, and post-Covid-19 fatigue combine to create a confusing environment for people when deciding what to do next when every move feels dangerous.

But, through embracing and accepting uncertainty, leaders may improve their clarity, spur more innovation, and guarantee the long-term success of their companies. Navigating uncertainty has emerged as one of the most important leadership talents of the twenty-first century, with economic uncertainty on the rise (and likely to continue).

1. Rethink change

To deal with uncertainty, you must first reframe it as an opportunity. Leaders face more pressure to restructure and rethink their firms as unknowns multiply. Though the path from uncertainty to clarity is difficult, approaching problems through the lens of opportunity leads to more and greater innovation.

As part of my study, I spoke with executives from eyewear company Oakley. During the pandemic, the company switched from creating sunglasses to protective medical eyewear, which resulted in a transformation in the product-development process — from serial to parallel. They took decisive action and promptly addressed pressing requirements in healthcare despite significant constraints (in this case, time) by focusing on customer needs and utilizing a flexible mentality. According to ongoing research, an opportunity-focused attitude combined with limits might help break through uncertainty and drive creativity.

When faced with uncertainty, look for possibilities and ask yourself and your staff, "What is your path to maximum impact?" In other words, what is the one most important thing you can do for whoever you serve? That simple question will help you gain clarity and focus.

2. Make it simple

When people ask me the most frequently asked question by leaders, I often respond, "How do I change without really changing?"

This is not correct, but it is the underlying meaning of many exchanges. It's not because these are inept leaders; rather, the mechanics of cultural and organizational transformation are difficult and nuanced. It's completely overwhelming.

A concentration on minimalism might be beneficial. Simplicity means focusing on the right things rather than doing the right things. It's about focusing on essentials like client demands and asking simple but powerful questions like "what do they need?" to get to the heart of a problem and ensure you're solving the right one. "Keep it simple" means focusing on the most promising growth possibilities and having the fortitude to abandon attempts that are ineffective.

3. Keep it gritty

Many people who have "grown up" in huge, resource-rich corporate contexts have an urge to address problems with resources (e.g., money, staff). However, my 15-year research has proven that limits can aid in navigating ambiguity. How? By using existing resources and relying on innovation and ingenuity rather than waiting for additional resources to get started.

An emphasis on nitty-gritty, small-scale experimentation helps teams stay focused and fosters a sequence of micro-actions that have a substantial impact when combined. And those modest activities enable the rapid learning and adjustments that an uncertain world necessitates. Balanda Atis, an organic chemist at L'Oreal, had an inkling that people of color all over the world would value a foundation (a cosmetic applied to the skin to create a more uniform appearance) that better matched their skin tone. At the time, products on the market made skin with darker tones appear chalky. When she brought this issue to the attention of L'Oreal's leadership, she was not given a large budget or team. To their credit, they believed in her and moved out of her way.