Wie führen Sie Ihr Team durch Mehrdeutigkeit und Komplexität?

Para liderar efectivamente en tiempos de incertidumbre y complejidad, es crucial aprender de los comentarios. Esto implica recopilar información de diversas fuentes, como el equipo, colegas, superiores y clientes, y utilizarla para evaluar nuestro desempeño y el de nuestro equipo. Además, debemos proporcionar retroalimentación constructiva, reconocer los logros y abordar los desafíos. Cultivar una cultura de aprendizaje en el equipo, donde se valore la retroalimentación y se vea como una oportunidad para mejorar, es fundamental para adaptarse y crecer en entornos cambiantes.

Leaders should embrace uncertainty and ambiguity to drive innovation, growth, and adaptability by questioning assumptions, seeking diverse perspectives, and experimenting with new strategies. For instance, a manager might challenge the long-held belief that remote work decreases productivity, exploring flexible work arrangements to find that productivity actually increases. By assembling a team with varied backgrounds and viewpoints, leaders can uncover unique solutions to complex problems.

When I brokered, owned and managed my two real estate companies, I lead with transparency, and example. I never asked my team to do something that I wouldn’t do. By being open and transparent with expectations and direction, it led to increased team effort and environment which made for a healthy workplace. As the team met challenges, it was the team that would come together and solve it. In short, lead with trust and transparency. Do this and everything will fall into place.

Para liderar equipes através da ambiguidade e complexidade, é fundamental praticar a escuta ativa e empatia para compreender suas preocupações e ideias. Manter uma comunicação transparente e constante, fornecendo orientações claras e atualizações regulares sobre os desafios enfrentados é fundamental. Ofereça feedback construtivo e apoio individualizado para promover o desenvolvimento pessoal e coletivo. Ao enfrentar conflitos, encoraje o diálogo aberto, a negociação e a busca por soluções colaborativas. Reforce constantemente o propósito comum e a importância do trabalho em equipe na superação de obstáculos. Dessa forma, você capacitará sua equipe a prosperar mesmo em meio à incerteza e complexidade.

In Zeiten von Mehrdeutigkeit und Komplexität ist es wichtig, klare und präzise Kommunikation zu gewährleisten. Stelle sicher, dass die Ziele, Erwartungen und Prioritäten deutlich kommuniziert werden, damit alle Teammitglieder:innen ein gemeinsames Verständnis haben. Ermutige die Teammitglieder:innen, offen für neue Ideen und Lösungsansätze zu sein. Schaffe einen Raum, in dem Experimentieren und Lernen gefördert werden, um auf unvorhergesehene Situationen reagieren zu können. Stärke die Fähigkeiten deines Teams, komplexe Probleme zu analysieren und innovative Lösungen zu finden. Fördere kritisches Denken, Kreativität, um gemeinsam neue Wege zu finden. Biete Workshops an um die Veränderungen zu initiieren. Kontaktiere mich gerne.

Leading through ambiguity and complexity begins with accepting that control is not absolute, and flexibility and adaptability are essential. Embrace ambiguity as a chance to learn, grow, and innovate, rather than resisting it. Acknowledge your emotions and biases, challenging your assumptions and expectations. Seek diverse perspectives and information, avoiding premature conclusions and outdated data. Embrace experimentation and test new ideas, adjusting plans and strategies as needed. By fostering an adaptive mindset and leveraging diverse insights, you can effectively navigate ambiguity and complexity, guiding your team towards collective success.

Focus on empowering your team to take calculated risks and view uncertainty as a path to innovation. By creating a culture where curiosity and collaboration are valued, complexity becomes a playground. Encourage open dialogue, where diverse perspectives drive better decision-making. Encourage flexibility so your team can adapt quickly, learning from each experiment, and pivoting when necessary.

In the face of complexity and ambiguity, leaders must embrace uncertainty. Recognize that you can only do so much to encourage adaptability and control. Embrace ambiguity instead of running away from it; it will drive innovation and growth. Question preconceived notions, look for other points of view, and test biases. Always be willing to try new things and adjust your strategies based on what you learn. Honor feelings while maintaining flexibility when making choices. Leaders can help their teams through tough times by encouraging them to be flexible and embrace uncertainty. This will help them be more resilient and creative.

Leading team through ambiguity & complexity requires strengthening their three dimensions: 1. Ambiguity threshold – Improve the ambiguity threshold by avoiding jumping to conclusions & thinking of “what ifs”, seek out new prospects outside the field of expertise and get accustomed to changing things outside of their comfort zone. 2. Internal Monologue – Improve the internal monologue of teammates by working on their ABC (Activating Trigger-Beliefs-Consequences), making it realistic & positive. 3. Energy Supply – A positive monologue will help to channelise the energy supply to maintain a balance of physical, mental & emotional health, ensuring that they are able to deal with ambiguity & demanding changes with full energy and enthusiasm.

Begin by accepting that control over every aspect is unattainable and embracing adaptability as a valuable skill. Treat ambiguity as a catalyst for learning, growth, and innovation, all while acknowledging your emotions, biases, and preconceptions. Develop a mindset that actively seeks diverse perspectives and draws information from various sources, ensuring that data remains updated and relevant. Exercise caution in forming conclusions, making certain you've weighed multiple aspects. Approach uncharted situations with curiosity and a willingness to experiment and test ideas, keeping an open mind to adjust plans and strategies as required. By adopting a nuanced mindset, you are better prepared to lead through complexity and ambiguity.

In my recent experience, one of the key things that as a Leader we need to do (consciously) is to find the best possible means of communicating with our teams - especially in moments where we are effecting change. The experience I had was the environment becoming toxic and intense, when we had to restructure the team and a team member had to go. Eveyone was surprised, and although they respected my decision, one of them eventually voiced up to me that the team would like to hear me communicate my vision, mission and plans to them so that they could follow my direction and better support me from here. It was then that I realised that as Leaders, effective communication during ambiguous and uncertain times provided a beacon of light.

Hay tres variables a considerar, información, incertidumbre y motivación. Si hay mucha ambigüedad, baja la motivación. El origen es la falta de información. Sabemos que el liderazgo es un deporte de contacto, en épocas VUCA ese contacto debe ser mayor y más claro. Como dijo George Bernard Shaw, "el peor error en la comunicación es la ilusión de que ha sucedido". El enemigo de un líder al comunicar cosas en épocas de incertidumbre es lo denominado "maldición del conocimiento" porque esto te lleva a obviar detalles que crees la gente no necesita escuchar porque "ya deben saber". Jeff Bezos es uno de los mejores ejemplos a la hora de evitar este error porque suele escribir desde la perspectiva del que va a leer y no desde su experiencia.

In my professional endeavours I have implemented strategies as basic as setting clear milestones for team direction and progress, breaking down projects into manageable tasks, prioritizing continuous learning and adaptability, supporting professional development through training, workshops, and skill-building opportunities, and conducting regular check-ins and retrospectives for progress assessment and issue resolution. As simple as it can be to translate effective communication!

Understanding others are very important excelent comunication, first need listen paying attention, and also seeing the gestures and face, analysing the situation, also speaking using the same language being possible to others understand, at the same time you should listen actively and empathecally to understand the team. Being transparent and encorage the team and Peers to collaborate and Being open in Theirs concerns and targets. It Will be possible to know leading in ambiguity and complexity.

Using AIDA Model - Attention, Interest, Desire, Action Adopting a ‘relationship marketing’ approach to communication helps people move along People first need to become aware , and to understand what it means to them, before making the necessary emotional commitment needed to play a role in team The AIDA Model is one way of representing this journey and focuses on the people at the receiving end of communications:

How confidently and clearly you communicate through ambiguity would have a great impact on your team's morale and approach towards handling it. Maintain open and transparent communication channels. Keep your team informed about changes, challenges, and progress, providing clarity amid ambiguity. Allocate time to listen to your team members, leaders, and external stakeholders. Their insights can be invaluable in navigating complex situations. Adapt your strategies as new information becomes available. Flexibility is key to managing change effectively. Analyze "what if" scenarios and develop contingency plans. This prepares you and your team for various possible futures.

Keep the team updated with relevant information. This reduces rumors and misinformation that can thrive in ambiguous situations. Active listening is key! Show genuine interest in your team’s input. This can lead to better solutions and makes team members feel respected and valued.

Leading through ambiguity and complexity requires regular effective communication. Fronting up as a leader when times are tough, being honest with our people and providing them with the opportunity to ask questions, will help leaders gain the trust and confidence needed to navigate ambiguity and complexity.

Muy vinculado con la gestión de las emociones. Noto en mi experiencia que los líderes tienen problemas para enfrentar algunas situaciones donde deben dar una mala noticia o mejor dicho en términos más exactos cuando deben decir que una expectativa no va ser cumplida. Creo que este es el tipo de comunicaciones que más necesitan saber llevar adelante. Y hacerlo con autoridad personal. No siempre se sabe lo que va a pasar. Pero decirlo pareciera hacerlos sentir débiles. Y me parece que el liderazgo tiene que ver con poder transmitir seguridad pero desde la verdad. La complejidad precisa de comunicación sincera y comprometida. Eso es lo que hace que la gente siga a sus líderes.

Hay pocas cosas que desmotiven más y que te alejen de implicarte de verdad en tu trabajo que tener un líder que haga micromanagement de forma habitual. El trabajo del Manager no es hacer las cosas, su trabajo es que el equipo las haga (con su ayuda si es necesario). Hemos de delegar y empoderar a nuestro equipo y para eso hemos de formarles si es necesario.

I have also found it useful to empower teams during times when I wanted to make changes within. In reality; it is impossible as leaders to do everything. We can have the best ideas and strategies in our heads, but we will only have 24hrs in a day. Empowering team members enables efficiency, productivity, ownership, accountability and responsibility - all the good traits that we hope to develop our people in.

Empowerment is one of the most incredible ways to tell your team that you trust them. By providing the right tools, processes, and training, you can empower your teams to make decisions close to organizational projects and productivity. This creates an ownership mindset where teams see their impact on the larger mission and are provided with the trusted autonomy to contribute to their purpose. One specific way to empower an ownership mindset is to help your teams see their work as ongoing, not just one project at a time. When they know and can see how their daily work has an ongoing impact, they will take greater ownership and make better decisions when empowered. Develop and empower your teams to create clarity in achieving the vision.

6 Factors can be considered here: 1. Don’t wait until full information is available 2. Focus on two-way, face-to-face interactions when more engagement is required 3. Consider impact of changes to individuals 4. Target audiences to segment information (and avoid sharing too much or too little) 5. Allow plenty of time (e.g. for two-way feedback and collaboration, and to process info) 6. Encourage feedback and act on it

Empower your team by Involving them in decision-making. Their collective wisdom can lead to better solutions than you could come up with on your own. Analyze "what if" scenarios and develop contingency plans. This prepares you and your team for various possible futures. Maintain a sense of humor to ease tension and foster a positive work environment, even in the face of uncertainty. Encourage your team to take calculated risks, which can lead to breakthroughs that wouldn't be possible in a risk-averse culture. Celebrate successes and acknowledge contributions, reinforcing a culture of empowerment and recognition. Empowerment promotes continuous growth and development.

En tiempos cambiantes, complejos y no lineales como los que vivimos actualmente las organizaciones precisan de dar a los equipos autonomía en la ejecución de las tareas; libertad para poder levantar la mano y proponer un cambio en un proceso. Los procesos sin dudas son necesarios pero lo que no es admisible es que la gente trabaje para los procesos sino exactamente al revés. Un equipo empoderado trabaja con confianza y practica la iniciativa porque entiende por parte de su líder que es eso lo que se precisa. Los equipos que tienen ownership son aquellos que sienten que el trabajo les pertenece; que conocen a sus usuarios y que aprender (con la guía del líder) a gestionar sus procesos de tal manera que agreguen valor.

Implement these strategies to support your team effectively: Delegate wisely: Assign tasks and responsibilities based on individual strengths, skills, and interests, enabling your team members to contribute meaningfully and excel in their roles. Foster autonomy and flexibility: Grant your team the freedom to explore their own approaches to completing tasks, aiding their growth and encouraging creative problem-solving. Provide resources and support: Equip your team with requisite tools, training, and resources, ensuring they have what's necessary to achieve project objectives. Cultivate a safe and supportive environment: Encourage open communication by actively welcoming opinions, ideas, and concerns, fostering a collaborative culture.

El camino del empoderamieto es similar al proceso de fabricar una katana japonesa: tiempo y repetición del proceso hasta lograr una hoja de filo legendario. Se empodera "haciendo" con aciertos y errores, corrigiendo, enseñando y volviendo a intentar. Nuestros equipos son como nuestros hijos. Observan nuesta coherencia, compromiso y voluntad. El compromiso del lider es no cesar en la labor de formar líderes; entregando tareas, escuchando fracasos, orientando e inspirando con entusiasmo y celebrando los avances. El compromiso de quien está aprendiendo es no cesar en la labor de aprender, de colaborar; entregando aportes y esfuerzo con compromiso y humildad. Para que sea efectivo, el empoderamiento debe ser un compromiso de dos partes.

From my experience, leaders often don't know or lack the skills to effectively empower their teams. This often results from a lack of trust, fear of losing control, or their own resistance to change. By effectively empowering your team, you not only enhance their ability to deal with uncertainty and complexity, but you also drive engagement and innovation.

Many leaders feel that because they can do the job better and faster, it makes sense to do it themselves rather than get it done through a less qualified team member. Unfortunately, this negates the very purpose of leadership – to empower team members and build their skills & competencies. Empowering team members increases individual productivity, team productivity and enhances current skills of leaders themselves, moving them to a higher level of leadership (ref: John Maxwell’s 5 Levels of Leadership). Ways to empower : 1. Delegate 2. Enhance ASK (attitude, skills, knowledge) 3. Strategic involvement in specific tasks, decision making, etc. 4. Additional responsibilities 5. Buddy system (pairing with more experienced members)

This is the most crucial and important of all the elements of communicating and leading teams during uncertain times. The humility to receive feedback as Leaders will go a long way among our people and the teams we lead. At the same time, we demonstrate ourselves as being good listeners and with the ability to accept our shortcomings and work on ourselves. In return, we build a culture of receiving and giving feedback from one another.

Al igual que es bueno dar feedback a nuestro equipo, también es bueno aceptarlo cuando nos lo den. De la crítica constructiva es de donde más se suele mejorar. Y recuerda, la crítica siempre en "lo que haces", no en "lo que eres".

The first step is to make it safe for team members to give honest feedback without fear of negative consequences. Feedback is meaningless unless it is heard and acted on. Listen to understand, not to respond. Acknowledge the feedback received, even if it’s challenging to hear.

Let’s be honest, though: seeking feedback can feel a bit like asking someone to critique your latest dance moves. It’s vulnerable, and you’re not always sure if they’ll applaud or suggest you sit down before someone gets hurt. But that’s the thing about feedback: it’s not about getting a standing ovation every time. It’s about learning where you stumbled so you can nail it next time.

Capture key insights: Analyze the feedback to identify recurring themes, trends, and areas to learn from, considering both positive and negative aspects. Provide feedback: Communicate with your team and stakeholders, delivering actionable advice, acknowledging accomplishments, and addressing challenges. Emphasize learning: Cultivate a culture where feedback is a valuable tool for growth, and mistakes serve as learning opportunities, fostering continuous improvement. Adapt and refine: Utilize feedback to adjust leadership strategies and team processes, enhancing your agility and resilience in complex situations.

I think this from Hult.edu explains it best. Leadership competencies for a VUCA climate Developing a shared purpose. The ability to build teams where employees have a shared purpose and vision is key. ... Learning agility. ... Self-awareness. ... Leading through collaboration and influence. ... Confidence to lead through uncertainty.

Leading through ambiguity and complexity requires fostering adaptability within your team. Encourage team members to embrace change and uncertainty by staying flexible and open-minded in their approach to challenges. Encourage experimentation and creative problem-solving, empowering team members to explore new ideas and solutions. By fostering adaptability, you equip your team to navigate ambiguity with confidence and resilience, turning challenges into opportunities for growth and innovation.

Feedback helps minimise the gap between Perception (what I think of myself as a Leader) & Reality (what the world thinks of me as a Leader), thus keeping me grounded by helping me see my leadership skills in the correct perspective, without either overestimating or underestimating myself. Feedback also helps identify Blind Areas (Johari Window) creating awareness & opportunity for growth & improvement. Leaders should inculcate the culture of feedback in their teams by: 1. Asking for feedback from team members (both positive & negative). 2. Giving evidence based constructive feedback to all team members (positive & negative), without partiality and bias. 3. Making feedback mandatory, not optional.

Esto es crucial. En momentos de incertidumbre los líderes necesitan fortalecer la escucha y pedir feedback. Toda vez que se pueda gestionar las emociones y fortalecer al equipo será una inversión. También las "tormentas" hacen que las personas muestren su real self de alguna manera. Así que, también estar atentos a las actitudes de las personas que por ahí menos lo esperas. Aquellos que mantienen la tranquilidad, escuchan a sus compañeros, gestionan sus emociones. Es super importante distinguir a los campeones de las crisis. Las crisis tarde o temprano pasan pero no todos terminan igual. Aquellos que, gracias a mantener el foco en el presente, sumar, huir de la futurología negativa siguen trabajando, esos terminan fortalecidos.

During communication, feedback provides valuable information about whether a message has been understood as it was intended A critical element to make this work is that the sender must be prepared to listen to the incoming feedback and respond accordingly Gathering feedback from people throughout a any initiative, both individually and collectively, is an effective activity to monitor the effectiveness of communication efforts

Navigating a team through ambiguity and complexity demands the skill of being a "guide by the side." Instead of imposing rigid directives, cultivate an environment where team members become explorers, empowered to navigate the unknown. Embrace ambiguity as a canvas for creativity and encourage divergent thinking. Adopt a servant-leadership mindset, supporting your team's journey with resources, mentorship, and trust. By relinquishing control and embracing uncertainty as fertile ground for innovation, I believe, you can pave the way for transformative growth and collective achievement.

Keep in mind that change and ambiguity are part of doing business. It is critical to listen to concerns, and to also be honest - we won't always have the answers and that is ok. Sometimes you need to let people know we won't always know the outcome, or it may not always be what we want it to be, but we can certainly talk about things - it is super helpful.

Leaders need to identify and articulate the source of the ambiguity and complexity. Is there an external cause, such as an emerging technology that is likely to affect the industry but people don't yet know how? Is there an internal situation, such as a pending board decision? Without knowing the outcome, teams are in flux. What work might need to be redone if teams guess wrong about the likely direction? No matter the cause of the uncertainty, leaders can help by making sure roles and responsibilities are as clear as possible for each employee. Having specific, measurable goals can assist in reducing anxiety about the ambiguity. If both the environment and roles are ambiguous, you have a recipe for employee burnout and attrition.

Set clear goals and vision:, establish a clear direction and purpose, encourage open communication ,Foster an environment where team members feel comfortable sharing concerns, ideas, and questions. Embrace uncertainty and acknowledge that uncertainty is a natural part of the journey and break down complexity into smaller, manageable parts and prioritize tasks. Foster collaboration: Encourage cross-functional collaboration and develop a learning culture: Encourage experimentation, learning from failures and stay agile: Be willing to adjust course as needed, and prioritize adaptability over rigid plans and finally lead by example , demonstrate a growth mindset, vulnerability and celebrate progress: Acknowledge and celebrate small wins

Upon facing difficult and massive changes at my workplace, i found comfort and a solid anchor in my process, account, work specifica and customer relationship. Which is what i always advise my team and my clients: - find your safe space - focus on what's in your control and rely on it for comfort - analyze rationally if the worst case scenario that you think will come with the change is really that plausible or that bad. And last but not least, give them all the space and time to vent.

Die zunehmende Mehrdeutigkeit und Komplexität in der heutigen Arbeitswelt, erfordert die Fähigkeit einer Führungskraft, Unsicherheit anzunehmen und ihr Team effektiv zu führen. Durch offene Kommunikation, die Förderung von Teamautonomie und das Lernen aus Feedback schaffen wir eine Atmosphäre des Vertrauens und der Innovation. Besonders wertvoll wird dieser Ansatz, wenn wir die Vielfalt der Perspektiven anerkennen und integrieren, die uns helfen, kreative Lösungen für komplexe Herausforderungen zu finden. Indem wir eine Kultur des kontinuierlichen Lernens und der Anpassung fördern, bereiten wir unsere Teams darauf vor, nicht nur zu überleben, sondern in einer ungewissen Zukunft zu gedeihen.

I would say (encourage adaptability) this approach would foster a culture of adaptability and resilience within the team. encourage team members to embrace change, think creatively, and adapt their approach as needed to navigate uncertainty.

Leading teams through ambiguity and complexity demands a nuanced approach. Beyond the steps mentioned, it is important to develop flexibility and foster a culture that embraces change and is adaptable to shifting circumstances allowing teams to pivot quickly and efficiently. The use of data is also critical. Encourage teams to leverage data and analytics to inform decisions and monitor progress. While the future is uncertain, data can provide insights and guide strategic choices. Finally, develop your teams' problem-solving and critical thinking skills to equip them with the tools to tackle ambiguity and complexity head-on.

When leading a team through ambiguity and complexity, especially in the context of leadership training, I emphasize the importance of maintaining a positive attitude and being open to different perspectives. Here's how I approach it: 1. Embrace Ambiguity as a Learning Opportunity 2. Stay Open and Listen 3. Maintain a Sense of Humor 4. Prepare for Multiple Outcomes 5. Encourage Creativity and Innovation 6. Model the Behavior 7. Follow Up and Support By incorporating these practices into leadership training, I aim to equip leaders with the tools they need to confidently navigate the complexities and uncertainties inherent in their roles.

The first port of call is preparation. Organisations and leaders who prepare themselves through professional development, are setting the conditions for success. Ensure you are providing your team with purpose, direction, and motivation. Lead with empathy. Reflect on the situation and put yourself in the shoes of your team. Communicate with the team regularly. Keep your people informed with what you do, and do not know. Be respectfully honesty and allow them to ask questions.