I’ve read two pieces recently on the need the need to manage discomfort with uncertainty. Though there is a a good evolutionary reason for discomfort with things that don’t fit regular patterns, many types of work require a certain comfort with uncertainty. They’ve suggested that the MCAT add questions on dealing with ambiguity.
Seth Godin argues that you have to keep “levelling up” and not assume you are ever fully baked and that your knowledge stash would be complete.
And, in this interview in The Atlantic on the “Benefits of Comfort with Uncertainty” the normal human desire for closure and certainty is discussed.
Using some extreme examples such as the Waco hostage taking and the rise of the Nazis. author Jamie Holmes talks about the benefits of holding space for grey areas to advance thinking. What I appreciated most was the need to keep alternative perspectives on the table as long as possible because they might present solutions. I also appreciated the reminder that divergent approaches may be seeking the same end game – I tend to crave closure on big ideas and fact checking whereas others crave more perfectly presented documents – same craving with different stripes – closure and certainty.
On some of my “I feel like a bad manager” days, I’ve struggled mightily with needing to give vague instructions to advance a product and feeling discomfort if not resistance, resentment, anger and panic as employees work through the process.
With experience, I am now much more careful to share that I am not withholding information (“I know everything you know”) and I take care to erase the concern that I am delegating so quickly that I have skimmed over details that could support the iteration process.
I also now understand some of the reasons behind the negative emotions I see in these situations and it is helpful: I don’t want to waste time, I don’t want to look stupid, and I think this is pointless because your instructions are so vague that it is impossible for me to hit the mark.
And in fairness, as this recent piece from Fast Company outlines well, our formal training may well not prepare us to deal with ambiguity which is basically an opportunity to be creative or innovative and think about solutions that we may only discover through the process itself.
In bureaucratic settings we are not necessary advancing our skills to cope with ambiguity and uncertainty. We are usually bounded by time, templates, page limits etc.
So how do we pull through when we know so little? The main thing is to advance something somehow so here are my tips:
- I appreciate that the Fast Company piece focuses on the need to trust the effectiveness of your regular processes including your standard ways of researching problems and mining your existing networks for information.
- Instead of focusing on the fact that limited boundaries could give rise to an infinite scope of products, focus on the fact that a good product can take many different forms. If someone comes back with “I was thinking of a chart not a narrative actually” you can add that to your stash of useful information.
- I’d suspect that vague iterations may especially painful for perfectionists. This is a great moment to leave these tendencies at the door as best you can. My best response to vague instructions is usually to jump in with a couple of iterations much earlier in the game than I would normally to figure out if I am even in the ballpark.
- I’d recommend to calibrate your normal reactions to feedback so that you are even less sensitive to anything negative or critical that comes your way in reaction to your iterations because you know that the instructions were vague.
A colleague and I did an online course on adaptive leadership this fall. The course was free (through +Acumen) and supported by generous excerpts from a book called The Practice of Adaptive Leadership.
The general idea is that we need to adapt our leadership to situations and the course guides you through exercises which would help you probe particular areas which might require your adaptive skills. The work of the course is to separate technical challenges from ones that are more complex and need emotional commitment and engagement.
Some of the readings that resonated with me were on the execution of tough decisions.
“Tough decisions require that you put your heart into them, nourish the possibilities and then make a commitment to a course of action. If you are struggling with a decision then it is likely that all the options have merit. Outcomes are usually significantly influenced by factors beyond your control and imagination. And most decisions are iterative. You can make a move, take the risk and if things are going well, continue, and if not, take corrective action. See if you can lighten the load on your decisions and even make better choices because tough does not necessarily mean important – stakes may not be as high as you imagine them to be (versus medical judgements which are high stakes). Maybe you are just making the next move on the dance floor. Think of a past tough decision and take heart in knowing that you survived whatever decision you made. And if you need to give yourself permission to fail, prepare the ground for your constituents. Enlist them in giving it a shot – language is crucial – not that you can be counted on to pull this off but rather, perhaps that you are trying something to push the envelope.”
And on building stomach for the journey:
“Building resilience is similar to training for a marathon. You need to start somewhere…In an organizational context, this can kind of training can take the form of staying in a difficult conversation longer than you normally would etc.[…] To further build your stomach for the adaptive leadership journey keep reminding yourself of your purpose. Runners look forward, not down. Saying focused on the goal ahead will keep you from being preoccupied or overwhelmed by the number of steps necessary to get there. ”
“Leading adaptive change will almost certainly test the limits of your patience. […] Impatience can hurt you in numerous ways. Your raise a question and don’t get an immediate response. So you jump right in and keep pounding on the question. Each time you pound, you send the message that you are the only person responsible for that question. You own it. And the more you pound away, the less willing people are to share ownership of the question themselves. And if they do not feel any ownership of the question they will have less investment in whatever the resolution turns out to be.”
“You can find patience by tapping into your ability to feel compassion for others involved in the change effort. Compassion comes from understanding other people’s dilemmas, being aware of how much you are asking of them. Your awareness of their potential losses will calm you down and give you patience as you travel a journey that may be more difficult for them than for you.”
If you want to take on a patience building exercise: Recall situations in the past when you have experienced great patience and think about what enabled you to do that. Perhaps you were patient as your child learned something and you could remember yourself how hard it was for you to learn these skills. Or you believed that most people survive difficult journeys and mastered needed skills so you had optimism that fuelled your patience.
This is another excellent article – worth the whole read especially for female leaders.
Top ten reasons:
1. It drives away good people.
2. It causes pain to those you manage.
“Even if they don’t quit working for you, your perfectionism can cause others on your team to put in unnecessary hours, suffer from constant criticism and actually stop taking initiative.”
3. It blocks promotability.
4. It prevents risk-taking.
5. It stops people from applying for new jobs.
6. It impedes innovation.
7. It makes work-life balance impossible.
8. It crowds out networking:
“Too many of the women we coach have to learn to lift up their heads from task completion to look around, build relationships and study their business beyond their own purview. We, as women, tend to criticize men for golfing, drinking together or taking long lunches while we slave away at our desks. Networking is crucial for building trust, strengthening teams and preparing yourself for the next levels of your career.”
9. Makes you seem overly tactical (and not strategic).
“No one will think you can see the big picture or set priorities when you seem focused on the minutia. Being able to let go of your perfectionist tendencies may help you to win more strategic projects.”
10. Takes the focus off the most important things.
via 10 Good Reasons to Curb Your Perfectionism | Bonnie St. John.