How Uncertainty Works
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Uncertainty invites participation.
Exploring ideas, finding solutions, and innovation demand vigorous participation from all players. The best teams win when players bring their best.
Your attitude secretly signals participants to open up and bring their “A” game or clam up and play it safe. Uncertain leaders create safe playing fields where everyone participates.
Negative power of certainty:
Players don’t bring their best game when leaders are certain. They posture and search for the “right” things to say. “Right” things always align with the boss’s thinking.
Speak humbly when you feel certain.
- I think we know (insert what you know). The term “think” invites participation.
- We aren’t sure about (insert uncertainty factor here). The expression “We aren’t sure” invites participation.
- I’m sure we need to (insert certainty factor here). Let’s explore the steps that take us there. “Let’s explore” calls for conversation.
Strength and uncertainty:
Uncertainty isn’t viral hand-wringing. Strong leaders are certain their teams can find solutions. It takes courage, skill, humility and strength to be uncertain with confidence.
Small doses of uncertainty are the path to certainty. Strong leaders use uncertainty when they listen, accept, explore, and adapt.
How can leaders express uncertainty in ways that create confidence in others?
When might uncertainty have negative impact?
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Thought provoking post Dan.
It is a fine line to walk with how we speak with our teams about our “uncertainty.” The goal is to build into them the confidence in themselves that they can find a solution, and confidence in you that you know the right thing to do.
The most important phrase I think we can us in these cases for team building is “Let’s”, “Let us together…”
The other side of the coin is when leaders are not 100% certain. They need to maintain the faith in their team, while not being overcome by fear. Fear will spread like wildfire.
So, underneath all this “uncertainty,” whether we really do know or not, is confidence. Confidence in ourselves and self-awareness, and knowledge and confidence in the team we have built.
Martina
@martinamcgowan
Martina, I like your point about faith in the team. Maybe what’s important is that the team have confidence in itself, and in the leader’s ability to perform his/her role on the team. The leader’s role being to organize, guide and resource, not dictate.
I agree with you Greg. One of the most important jobs as leaders instill instill that faith in themselves. This requires giving them some freedom to explore ideas, while prviding a safety net as they grow and mature.
I agree. Guidance, and not dictatorship will move the team forward; even when the leader is not physically around. Thanks for the feedback.
Martina,
I love how you explain the dance between certainty and uncertainty. Well done.
When a leaders uncertainty creates/bolsters the confidence of others it’s healthy and useful.
Thanks also for letting your twitter followers know about these posts.
Best,
Dan
All too often people present solutions as the finished article and miss a great opportunity to explore better ways of doing things.
Uncertaintly creates the space for others to contribute and, used wisely, should lead to the best solution (as opposed to a good solution) that is owned by everyone (not just a few).
John, you’re dead on. Military staffs are required to present the commander with at least two distinct courses of action to choose from in a decision briefing. It can seem stilted sometimes, but what I miss in business is that routine exploration of other alternatives.
Hi John,
Love the metaphor of space. Giving space applies in so many leadership situations. People wait for, look for, and, if available, step into the space leaders offer.
Thanks for adding to the conversation,
Dan
Dan, it takes a long time for leaders to learn the truth you post here today. I’m not sure where we get the idea that leaders are expected always to know. My staff respect my ability to problem-solve and to lead them through problem-solving, but they gently mock my consistent use of the phrase, “I won’t know until I dig into it.” Information-gathering is the critical first step to any decision, and the one most often skipped.
I think if leaders protray certainty in their knowledge of what methods to use to find the way, and in the ability of the group to get there together, then almost anything else can seem uncertain without ill effects.
It’s not unlike an infantry unit’s battle drills. The drills provide an instant, well-rehearsed reaction to most contingencies, so a unit can move into the unknown confident in it’s ability to react, so long as it has confidence in the leader’s ability to recognize threats and respond.
Greg,
You point out a consistent point of certainty…find and adopt METHODS (I’ll add systems/processes) that you are confident will take you where you want to go.
In other words create the playing field that brings out the best.
Thank you for interacting with other contributors…it adds vitality to the conversation.
Best,
Dan
Dan, I love how your blog is clear, concise and practical. I have been following you for about a week and a half now and every post is insightful and right on point with my personal experience of both being and working for a leader. I fashion myself a leader of a 50 person company in the next 6 years. With help from wonderful writers like you and the very talented readers who comment, I’ll get there.
Thank you for your diligence, practicality and consistency. It is sincerely welcome and helpful. I am inspired as a blogger and business owner by your effort and discipline.
P.s. I love the images you use to illustrate your topics. Much appreciated!
All my best,
Gina
Better Investing with Gina G. Adams
ginagadams.wordpress.com
Arkansas Living – A Transplant’s Experiences in the South
arkansaslife.wordpress.com
Gina,
Thanks for the good word. I love to encourage and be encouraged. Today, you encourage me.
Best,
Dan
I don’t know where we are going, but, hey, aren’t we making great time getting there!? 😉
Can you be overt in calling out the uncertainty elephant in the room, using some of the approaches others have mentioned? .”As you know, these are uncertain times and I rely on our collective expertise to help me/us determine course corrections, let’s drill down into this issue more….” Or with a touch of humor, “Contrary to public opinion, I don’t have all the answers and our team has a wealth of knowledge, experience and even wisdom, let’s tap into that with this (uncertainty factor goes here).
Less overtly…genuinely ask. Don’t tell/talk. (Minor revision of yours Dan)
Do you think that we know (insert what you know)? Using the phrase ‘Don’t you think’ biases the response, perhaps forcing agreement with the leader.)
What elements are we unsure about regarding (insert uncertainty factor here)? or What do we know that we don’t know about ((insert uncertainty factor here)?
I’m sure we need to (insert certainty factor here). What steps can we explore that take us there?
Then be quiet…listen…hear those pins drop…then gears turning and engaging…responses.
In processing such an effort, would aligning the uncertainty review process with vision be a great wrap up?
Would you want to emphasize collaboration, power of teamwork, continuous learning, or continuous improvement?
Too many questions???
Great questions, Doc. Makes me think one of a leader’s jobs is to make sure the team understands that dealing with uncertainty is the new steady-state environment. Digging into the unkown and learning enough to decide and act is now a required competency for almost every team. So how do leaders offer security and confidence while equipping people to do their jobs with less external certainty than ever before?
Walk the talk every day?
Build trust over time?
Consistently celebrate the successes and failures?
Consistently be emotionally, intellectually, and spiritually present every moment that you are physically present?
Be ‘all in’ with faith in the team?
Hey Doc,
You really put the rubber to the road with your contribution.
In particular I read the power that faith in the team has. As others have indicated.
Perhaps a tougher skill is ask and be quiet… rather than ask and answer yourself.
Thanks again for all the practical insights you shared.
Best,
Dan
Good questions Doc, Greg, Martina, along they way. I think as well that fear operates here for the leader- that is even if I show faith in the team, demonstrate the right techniques and methods etc. will they believe i have credibility. I think Dans leadership followers understand the answer is – of course you will that is the whole point – but for many it’s a new place to go and somewhat counterintuitive.
Thanks everyone a great reminder on not being a smarty pants. richard
Another great post, Dan.
Additional insights to add for clarification may be in terms of discerning when a leader ‘can’ employ uncertainty in their organizations and when it’s best not to.
I believe you understand this well based on your post. So what follows is simply adding my own understanding to the mix.
For example, it would be unwise for a surgeon to be uncertain with his team in the operating room. In contrast, a scientist is handicapped by certainty. The more uncertain he/she is, the more open they are to the unknown. Leading to new discoveries and solutions.
Uncertainty is best employed in organizations during problem-solving stages. Or when coming up with new innovations or revising old ones. Or when looking at solving complex social problems. (off the top of my head…I’m sure there are more examples)
It is during these times that a leader who gives the brainstorming team full permission to bring their “A” game to the table yields the greatest results from all involved. Backfires if the leader is not open to the ideas, suggestions, insights of others.
Great post Dan. Always keeps me thinking!
Hi Samantha,
I’m with you, uncertainty works in the early stages of a project. Once decisions are made, uncertainty can be fatal.
I think a touch of uncertainty coming from leaders who are usually certain creates an eye-popping invitation. However, more uncertainty from an uncertain leader is more stagnation.
Thank you for your comment and thank you for sharing Leadership Freak blogs with your social media followers.
Best,
Dan
Some times it is necessary and required to to create the atmosphere of uncertainty to build the team and give them space to explore them and their strength , If a leader always guide and monitor his team than he may create a bunch of strong and faithful follower but may not get the latent strength of powerhouse of ideas , a team should become the hub and powerhouse of ideas and execution not merely should be guided by the leader , leader should define the role , fix the responsibility and delegate the power for execution , uncertainty about goal and destination may lead to uncertain result and may create a catastrophe , he must be in a position to lead the team to the certainity by giving the space of freedom.
Rajesh,
I love how you bring out the important shift of leader-centered vs. team-centered ideation. Well said!
Best,
Dan
Another thought provoking and well written post!
Mike, a good word is a thing of joy. Thank you.
Managing uncertainty has become critical in the UK public sector where job losses in the last year are nearing 1 million. We’ve published a new booklet designed to help. It’s on kindle. http://www.amazon.co.uk/Leading-Communication-leadership-uncertainty-ebook/dp/B007I4EC9Q/ref=sr_1_2?ie=UTF8&qid=1331197675&sr=8-2
Questions open doors where strong opinions often shut them! Leaders must know which doors to open and how and when to close them.
I’m not sure about all this, Dan…
I am just embarking on the “uncertainty” element of my decision making unit of my MBA so this will be interesting to consider as I progress through my readings and discussion.
On a side note…
I was advised in my management coaching not to use “think” as in “I think” as it puts some people off speaking up if they have a different opinion. I was advised to ask what people “feel” about a situation or decision and express how I was “feeling” about that situation. “think” can be too definitive for some people particularly if there are power isues within the group. They don’t want to be seen to disagree with someone’s thought process, but it is well accepted that people can be allowed to “feel” differently.