How to Be a Better Leader Amid Volatility, Uncertainty, Complexity, and Ambiguity

What behaviors distinguish those executives who are best able to navigate the blur of VUCA environments? The authors of this article observe that multiplying data analyses does not guarantee better decision-making in such contexts. They also invite us to develop our ability to tap into often-undervalued sources of information. Drawing on their years of research conducted with both the US military and high-profile companies, they put forward two practices. They highlight the power of using active questioning, which goes beyond active listening to generate illuminating new insights through dialogue. They also underscore the value of emotions and negative intuitions as weak signals that can help guide our research. Unconventional advice to help us make the difference in unstable situations.