Leadership in a VUCA world
How about leadership in a “VUCA” world?
The only constant is change, as one of my interviewees points out. This seems to be the common thread running through many interviews I have with leaders in FMCG. Change that explores the Volatile, Uncertain, Complex, and Ambiguous (VUCA) world.
What does this require of leadership?
There’s a widespread belief that “current” leaders lack the tools to deal with change. This is especially true considering the experience of our current leaders. For long the world seemed to be a constant and long the people they lead as well.
What does the current employee ask for?
Some of the characteristics of the current generation includes their fearlessness, their pursuit of their own goals, and the desire to make a difference. I doubt if this ever has changed over generations 😊.
Other characteristics includes a lack of loyalty, the desire for immediate gratification and the feeling that they are always “winners.”
Attention is key
Where does reality come in?
Ultimately, a perception of reality emerges when leadership stands for guiding the next generation to practicing 10,000 times instead of thinking you can fix it with a YouTube tutorial. Hardship, disappointment and failing is part of the game. Ignoring these elements of a career leads to stress, burnout, and even suicide.
What’s the best approach to leadership in this VUCA world?
Attention to the needs is the constant in this VUCA-world. A conversation in a real environment where you can hear, smell, see, and feel each other. Leadership requires time spent with each other. Tools like unlimited vacation time and/or availability of a mental coach seems inevitable to attract the impact players in the next generation, but won’t keep them in the organisation.
As a leader, it requires a toolkit that can be described as serving and attentivity. You can’t lose sight of the KPIs. It requires creating space for people within the organization, with the attention that comes with it. Clear, right?
