It’s not just you; it’s not just me. The acronym VUCA is more popular than ever. The acronym stands for volatility, uncertainty, complexity, and ambiguity.
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CEOs and other executives have plenty to keep them up at night: the possibility of shifting economic cycles (i.e., recession), trade concerns, cyber security, acquiring and keeping top talent, adapting to changing customer preferences, regulatory influences on their business, and more.
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Quite a few useful models of leadership behaviors and traits exist across all of the U.S. military branches, but one that I’ve revisited lately is the U.S. Navy’s Leadership Principles.
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Scholars often cite naval aircraft carriers as prototypical examples of “high-reliability” organizations. Such organizations, they suggest, are able to engage daily with risky technologies in a remarkably safe manner because of the ways in which people interact, communicate, and adhere to common principles.
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Some people, it seems, just “get it” better and faster than other people.
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The pool we frequent has lifeguards. But their vigilance will never match mine.
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