Making the Most of Uncertainty — Self

The world is changing fast. How many times have we heard this in all walks of life? Is the pace accelerating faster and across different areas of our lives, both work and leisure, than before?

Undoubtedly, with the pace of change of politics, governance, commerce, social change, climate change and business success or failure over the last two decades alone, managers and leaders are finding it challenging to handle both the speed of change as well as trying to foresee practical steps to shape and cope more effectively with the future.

So how, in a post Brexit world can leaders in public, private and third sectors equip themselves? Many in work today will not have experienced life outside the EU; and some may not recall, or even wish to remember, how “business was done” before 1973! Either way, whilst the only constant is change, we should now also add that “uncertainty is the new future constant”.

So, as politicians, home and abroad, paint an upbeat picture, how do leaders equip themselves to create more certainty from uncertainty and direction from the short-term swerves of recent years? The issues of political, social, technological and climate change are impinging on all areas of our lives and are increasingly interrelated. Barely a day goes by without new initiatives being announced, new climate issues being evidenced and new medical breakthroughs emerging but also matched by unseen challenges across all aspects of our lives.

Praesta coaches, experienced in leading change themselves and in turn working with a wide range of leaders in many sectors, have built up a wealth of insight to support people grappling with this uncertain future. We shall explore this over the next three posts around the themes of, what to ask yourself, what to ask your people and how to embrace the future rapids ahead. These are some thought prompts: -

Self-maintenance.

The well-known stress/effectiveness bell curve (originally developed by Yerkes and Dodson in 1908) has two simultaneous points on the vertical axis. The first is on the rising part of the curve (improving performance with increased stress), the second on the descending part (less effectiveness still with increased stress). The former leaves you with the “something in the tank”- the latter is the falling slope to more debilitating and thus less effective executive and personal performance.

Extreme uncertainty causes anxiety in self, those around us, in organisations, markets and wider society. (Just look at the UK’s response to Brexit). Restoring oneself to a status of “better shape” on the upward slope of the performance curve starts with four broad areas to consider: -

(A) Physical condition — are you as fit as you could/would want to be? Not necessarily what your apps tell you but what you feel in yourself as a sense of well-being and fulfilment. Small intentions can deliver bigger objectives such as: -

• Starting to walk up the tube escalators
• Don’t take the elevator, try the stairs — even for part of your journey.
• If hybrid cars are out of fashion, hybrid bikes are energising thousands of folk who felt their cycling days had been left behind.
• Wash the car by hand-yes you have the time.

(B) Mental welfare- getting to a point of peace of mind on as many fronts as possible.

• Not going to sleep on an argument.
• Enjoying completion, success and achievement against large or small goals.
• Ensuring that what matters most in your life is brought to and remains front centre of mind. Relationships, beliefs and faith also have their rightful place in your mind and behaviours.

(C) Intellectual fitness- ensuring that your intellect can be engaged fully on other than purely work. How can you apply your brainpower to something absorbing, distracting and fulfilling and allow different or hidden and underdeveloped creative skills to emerge? Maybe it is seeking relaxation in something different: -

• Make something, think something, do something different from previously or what is typical for yourself.
• Write something — prose or poetry. Be creative — even mindful! You don’t have to share it!

The key element with these is that they are personal. The only “board” they are reported to is yourself. The extent of sharing is entirely your own decision.

This is for your own energy and engagement, in equipping yourself to find some small, unique and individual ways to find greater certainty through the uncertainty. Through a physically and mentally refreshed body and mind one is at least better equipped, ready to participate more fully and lead those around them.

Praesta Insight Guide: Riding the Rapids- how to navigate through turbulent times. (2008).

Yerkes and Dodson. Jnl. of Comparative Neurology and Psychology Vol18. (1908)

Further information and PDF downloads are available from the Praesta website www.Praesta.co.uk/publications