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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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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In the face of VUCA, humility and transparency must reign supreme. And that starts with each of us being honest about ourselves.
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Our very own Steven Rogelberg has been featured in The Cut this month. Steven has a book which will soon be released, The Surprising Science of Meetings.
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If you want to communicate change in your organization, be bold, act differently, and be overt.
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The modern U.S. Navy aircraft carrier is both an engineering marvel and a triumph of human organization.
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Most executives with whom I interact get it—they know that the culture of their organization must be aligned with what it needs to accomplish in order to compete and win.
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Like many well-intentioned executives and managers I’ve met, it’s likely that you genuinely want to engage your team; you want them to feel like active participants in the decision-making process.
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We must never forget that leadership is fundamentally about our relationships—and our effectiveness is often a function of the quality of our interactions with those around us.
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