By Dr Jagdish Chandra Rout
While the common synonyms for the term ‘Uncertainty’ are: “too much of doubt”, “mistrust”, “scepticism, and “suspicion”, the Cambridge Dictionary defines the term ‘Acid Test’ as “something that proves the true qualities, value, or success of someone or something.”
Hence, experts opine, “Crisis Management is an acid test of a true leadership’s skill and forte.”
Researchers have found out that “uncertainty thrives when there are rapid changes at work.”
That’s why managing uncertainty at work is deemed to be “a vital skill for leaders to have.” Also, “All kinds of huge decisions happen at the corporate level that can have world-shaking consequences for employees at the bottom.”
Thus, the million-dollar question is raised: What sort of role the leadership ought to play during such times of constant change and uncertainty or extreme uncertainty?
Management coaches suggest the following “three keys of effective leadership” during uncertain times:
1) “Setting an inspiring vision”,
2) “Helping people understand why change is happening”,
3) “The risks of not changing, and showing people what’s in it for them to take part in organizational change.”
It is also suggested: “Leaders will need to find out ways and means to create confidence and continuity amid extreme uncertainty.”
They can do that by – “Creating thick trust, inoculating with vision, increasing honesty and transparency, and framing uncertainty as an opportunity, learn how to lead in times of conflict and disagreement.”
By browsing the famous business management web portal ‘Belbin.com’, luminous light could be thrown on our topic of deliberation.
Dr Meredith Belbin is a British researcher and management consultant best known for his work on management teams, and he avers, “Individuals do not make good carbon copies of one another, but only pale shadows whenever they attempt to imitate.”
His noteworthy ‘Belbin Theory’ emphasises “the importance of understanding and utilising different strengths and skill sets in a team environment, and the goal is to achieve higher levels of productivity and efficiency through effective collaboration and communication among team members.”
The nine Belbin Team Roles are: “Resource Investigator”, “Teamwork” and “Co-ordinator” (the Social roles); “Plant”, “Monitor Evaluator” and “Specialist” (the Thinking roles), and “Shaper”, “Implementer” and “Completer Finisher” (the Action or Task roles).
Team roles represent “a tendency to interact with others in a specific way to make the progress of the team easier.”
Researchers reveal that people are increasingly turning to business leaders for guidance and direction owing to the turbulent times faced over the past few years.
Dr Meredith Belbin has advised “5 Tips for Leadership in Uncertain Times”.
1) “Authenticity is key.”
2) “Be prepared to become many different leaders.”
3) “Foster psychological safety.”
4) “Don’t try to go it alone.”
5) “Learn when to trust your instincts – and when to question them.”
“We are living in a world of increasing uncertainty, characterised by a process of sudden, threatening change. One person can no longer comprehend everything or provide the direction that can cover all occasions,” contends Dr Belbin.
(The author is the founder and CEO of JB Consulting and Strategies)