Turning uncertainty into opportunity

In uncertain times, organisations can strengthen culture, unlock performance and transform how teams and customers experience change, writes Arlene Moran

For many organisations, periods of uncertainty can generate opportunity. It is the moment to redefine culture, drive improved performance and enhance customer experience.
How leaders navigate uncertainty is directly linked to business performance and stakeholder experience.
Rather than wait until problems go away, uncertainty can create the conditions for organisations to build and implement a fresh playbook that adapts to, and leverages, their new circumstances.

Here are three steps to consider if you are addressing organisational flux and market challenges.

Step 1: Focus on personal and team growth

During his time as CEO and Chair of Microsoft, Satya Nadella drove transformation and success by shifting the business and its leadership from having a “know it all” to “learn it all” mindset.

In times of economic challenge, it is tempting to hunker down and stick to what you’ve always done. Organisations and their leaders should take the opportunity to analyse ingrained processes for customer relevance and engage team members—and, where possible, customers—in a community of innovation.

Changes in periods of uncertainty, when they are a purposeful solution to challenges faced, meet lower resistance. Minds are more open, the need is better understood and team members’ contributions reflect growth in their mindset.

Step 2: Develop change management as your core competency

Executive recruiters use a factor called “openness to change” to evaluate a candidate’s likely ability to adapt. This still has some relevance but today we need more from leaders.

The ability to live with uncertainty and ambiguity remains important, but it requires a growth mindset to interpret, understand, create a vision and respond effectively to the multi-layered challenges leaders are being asked to address.

Artificial intelligence, global conflicts, changing economic order and increased supply chain complexity converge to create the perfect storm.

Moving from a fixed mindset to a growth mindset is not easy and can feel counterintuitive. You demonstrate the latter when you:

• See mistakes as lessons and not catastrophes;
• Recognise that when you work at a task or challenge, you are already self-improving;
• Can constructively criticise and receive constructive criticism;
• Apply positive thought and language to your own actions and those of your team; and
• Persist in the face of a challenge while being able to recognise when to pivot.

Step 3: Increase communication, share purpose and build resilience

All change offers your team the opportunity to thrive. Help and encourage them to adjust to their new reality and recognise the meaningful contribution they make. Their contribution to maximising the opportunity that uncertainty presents is vital.

Continuously repeat your message, as each member of your team will have different communication needs and process information differently.
Their blend of perspectives, ideas and experiences can bring highly innovative process improvements. However, you need to communicate what meaning it serves and that it is safe to share their perspective.

The real competitive advantage is in adapting to change

Aside from various forms of automation and social development, the organisational structures and systems we work in have remained the same for 200 years. Perhaps more has changed in the last 20 years than in the prior 100.

However, the evolution has become a revolution, with organisations becoming highly digitalised, employees deeply knowledge-intensive and workplaces wherever a valued employee chooses to be.

Arlene Moran is Managing Director of Contractor & Interim at HRM