Embracing Ambiguity. It’s a key component of adaptability and an essential skill for the future of business. No surprise, it’s also one of the 10 principles in the Adapt Manifesto code of practice, where we explain it like this:
In the face of pervasive, ongoing, accelerating disruption, commit to acting on intelligence but in the absence of absolute certainty or predictable outcomes; don’t let perfection be the enemy of good.
This idea has become one of the main takeaways in my recent keynote speeches because of its broad applicability to businesses of all types and the people who lead them. And since we first introduced the Adapt Manifesto in the way-back world of 2019, I’ve had the opportunity to dig deeper into what it means to embrace ambiguity and why it is such an important competency for adaptable leaders and adaptive organizations.
In this short video, culled from a recent keynote “at” (virtual, of course) Dow Chemical Latin America, I share some of my latest thoughts.
The good news is that so many of the skills (including this one) that make up adaptability (or AQ) are learnable. Granted, this doesn’t mean they’re easy. Leaders need to work at these skills and it’s hard, uncomfortable work for many. But it’s certainly vital that leaders for sure, and really everybody, builds the competencies that will enable them to be respond quickly and appropriately in the face of sudden change.
If you’re interested in understanding your own adaptability quotient and learning how you can make the most of your own capacity for change, future-proof your career or drive transformation in your organization, get in touch with me to discuss my AQ assessments, coaching, and advisory programs.
