Phyllis Ndlovu | CEO | Kisima Psychological Services | mail me |
Leaders must navigate increasingly complex challenges. These include economic uncertainty, rapid technological change, evolving workforce requirements and stakeholder demands.
Within this context of leadership in uncertain times, traditional skills no longer suffice. Leaders need to embrace the neuroscience behind how they manage change. They must equip themselves with tools to adapt quickly. These tools help enhance their resilience and enable them to thrive in uncertain times.
Navigating leadership in uncertain times
The current pace of change is one of today’s greatest leadership challenges. There has always been change, especially in the corporate space. The corporate environment is constantly in a state of flux. What is unique today is the accelerating speed of change.
In the past, people had more time to adjust to change. The pace and rhythm of change were spread over longer periods. Today, as soon as something changes, we must quickly take a breath and keep moving.
People rarely have time to fully process the intensity of this change. This fast-paced change prevents people from settling and considering their next steps. It often feels like constant disruption. The human brain struggles to deal with this kind of disruption.
The brain functions best when it senses consistency and predictability. The brain creates patterns for things we do habitually. Today’s breakneck speed of change creates a dichotomy. This gap exists between the brain’s automated responses and the demands of rapid change.
Leadership and the demand to work under pressure
When the brain faces relentless and rapid change, it enters self-preservation mode to cope. In this mode, the brain does not optimise as well as it should. That said, leaders must still show up and perform. They are expected to balance task orientation with relationship orientation.
Leaders must focus on organisational goals and ensure they bring others along. Under pressure, leaders often default to focusing only on tasks. They focus on ticking boxes rather than building relationships. These relationships would enable them to tick those boxes more effectively.
It is important to note that people pose one of the highest organisational risks. Processes are rarely the core problem. Processes are usually as strong as the people who manage them. In this scenario, people risk primarily involves attrition.
The world of work is highly fluid
There are many opportunities for skilled and capable people elsewhere. When leaders fail to manage change intentionally, organisations tend to lose good people.
Another risk is employee disengagement. When there is no clear direction, employees often disconnect from their work. Leadership that lacks intentionality about direction causes disengagement. Employees may still show up physically. However, they may not be as involved as the organisation needs them to be. They may be distracted, overwhelmed, unmotivated, or unable to see the bigger picture.
So, how can leaders address the challenges of rapid change? How can they keep their teams motivated and functioning optimally? The primary principle relates to spiritual intelligence. This involves people’s sense of purpose or the meaning they attribute to experiences.
Leadership in uncertain times includes asking key questions. For example: What is my ultimate purpose for this change? What is my purpose in this role? Is there a clear line of sight between my role and the impact I want to have?
Leaders who recognise a higher purpose tend to drive change more calmly. They avoid reactionary behaviours. A calmer demeanour helps leaders engage with changing circumstances more effectively. This approach sets them up for success.
Normalising disruption in uncertain times
When I conduct sessions with EXCO teams, I invite reflection on normalising disruption. Any change, however small, is disruptive.
Leaders often assume any change they introduce will immediately resolve challenges. They expect positive outcomes right away. However, people need time to adjust to change, regardless of the situation. Consider the trauma of retrenchment. It is most traumatic for those being retrenched. However, those who remain often suffer from survivor’s guilt. They need time to grieve before functioning at their best.
The path toward overcoming change is rarely smooth or immediate. Things often become worse before they get better. Eventually, the process can yield dividends.
In the final analysis, our brains resist immediate acceptance of change. The brain needs time to learn new rhythms, functions and reporting lines. It must adjust before it can function optimally again. Even positive change leads to disruption. People must learn a new organisational dance to adapt.
I believe leaders who explore their responses to change are more resilient. These leaders are better positioned to tackle the challenges that 2025 presents.
