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Today’s leaders must thrive on uncertainty

Today’s leaders must thrive on uncertainty

By In ambiguity leader, coaching, dr lily kelly-radford, dr. randall p. white, . . . On June 4, 2009


Randy White writes on uncertainty in American Executive magazine…
Uncertainty is an increasing reality for today’s executives. Those who can thrive as they charge toward the unknown share a predictable mix of savvy, attitude, and behavior.

In this era of uncertainty, we’re watching our greatest leaders emerge. These are folks who ignore the pessimistic attitudes around them, the too many cashed reality checks on the state of the global economy, and the risk and do something completely new. They move toward the unknown as a deliberate leadership strategy. They have to: it’s the only way they know how to behave.

Although we don’t always know what these leaders will do, new research shows that leaders like these share a set of measureable behaviors, including a penchant for risk, a dauntless attitude, relentless curiosity, and great skills—and while some are teachable, many are not.

We recently studied executives around the world using an assessment instrument called Ambiguity Architect. The instrument measures an executive’s tolerance for ambiguity and rapidly changing situations. As we move toward increasingly uncertain times, it’s essential to know an executive’s ability to manage uncertainty.

We find that those who are most adept at leading through uncertainty perform better than their peers, have a greater likelihood of being promoted, and are comfortable leading an organization through the uncharted waters of change.

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As president, Joe Leonard helped AirTran recover from one of the worst airplane crashes in history and shape the company into one of largest low-cost carriers in the nation. READ FULL ARTICLE.


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