The document discusses the challenges leaders and organizations face in turbulent times, highlighting the importance of understanding VUCA (volatility, uncertainty, complexity, and ambiguity). It provides strategies for managing stress and change, emphasizing the need for leaders to foster open communication and relationships within their teams. It concludes with practical steps for individuals and leaders to navigate the complexities of the modern business environment.

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Managing In Turbulent Times
Navigate through complexity to enable productive
change
Indeed and unless you‟ve been living on a desert island or are fortunate enough to posses
inestimable wealth, you will no doubt have been affected by what has been happening over
the past few years, either having first-hand experience or knowing someone who has been
bruised by these tough times. It has affected most organizations and as a result, it‟s most
likely affected you, either within your role as an individual contributor or as a leader of a team
adversely affected by these turbulent times. Either way, it‟s critical to have a good appraisal of
what you can do to meet these challenges head on.
So let‟s consider what it takes to manage in these turbulent times and analyze how individuals
react to change and stress. Let us also consider how we can modify negative responses and
develop a strategy to best manage change.
Let‟s start by looking at something we call VUCA, because it‟s critical for today‟s leaders to
understand that the global nature of today‟s working world leads to – volatility, uncertainty,
complexity and ambiguity.
Volatility - The nature and dynamics of change.
Uncertainty - The lack of predictability, the prospects for surprise and the sense of awareness
and understanding of issues and events.
Complexity - Multiple forces, the confounding of issues and the chaos and confusion that
surround an organization.
Ambiguity - The haziness of reality, the potential for misreads and the mixed meanings of
conditions.
“It’s a recession when your neighbor loses his job; it’s a
depression when you lose yours.”
Harry S Truman

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For all leaders and managers, recognizing the manifestations of VUCA on the global business
environment is one thing, but it‟s equally important to understand how it affects the
workforce.
The most obvious manifestation, obviously, is stress. Of course, some pressure is necessary to
motivate us and enable us to perform at our best. To a point, an increase in pressure can
improve performance and the quality of life.
However, if pressure becomes excessive, it becomes
harmful and destructive and that will have obvious
ramifications on the individual concerned, the wider
team and ultimately the organization.
So let‟s be clear about what stress is and consider
what can be done to alleviate it.
Stress is the adverse reaction a person has to too
much pressure or too many other types of demand
placed upon them. Reasons for this can include
having too many tight deadlines, feeling that you‟re
the only person capable of dealing with the job at
hand, or a feeling that you can‟t switch off.
So let’s consider some steps that you can take if you are:
 A leader needing to address the issue of stress in your team
 An individual contributor wanting to reduce your stress
Avoid: When you have a choice and it‟s not about postponing an issue, avoid something that
stresses you.
Alter: When you can, alter the thing that‟s stressing you. For example, explain to your
manager you need more information/direction, or a colleague that interrupts that you need
some uninterrupted time to work
Accept: Stop wasting emotional energy stressing about what you can‟t change
Adapt: Change your response to stress
Break the negative stress cycle
Break the negative feedback loop. Instead of the automatic negative thoughts and negative
self-talk, stop, breathe and do some positive self–talk. “I can handle this”, „I have dealt with
this kind of thing before‟ etc.
Managing In Turbulent Times
Navigate through complexity to enable productive
change
The 4 As Of Managing Stress

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Be comfortable with ambiguity
If you are a leader of teams and you find yourself leading your people through turbulence, you
need a high tolerance for ambiguity and the ability to lead others through this ambiguity. The
first step in doing so is to understand what kind of ambiguity you‟re facing.
Manage change
If you are leading change, focus on preparing a robust strategy, including defining the change,
communicating at all appropriate junctures and engaging and motivating all individuals
affected by the change. Focus on monitoring individuals, noting symptoms such as a change in
normal behaviour, increased absenteeism, falling standards of work.
Manage relationships
Invest time in managing relationships as you‟ll find the investment will pay dividends.
Consider how you establish and sustain trust, ensure you‟re available and supportive and
demonstrate this by actively listening and being empathetic. Above all, make sure you manage
your emotions and learn how to manage emotions in others. For example, give individuals an
opportunity to vent, disengage your own emotions and maintain your equilibrium.
Think about how you engage individuals
Ask yourself the following questions: If a member of your team were asked about their role,
would they be able to say:
 I have an emotional connection?
 I am able to perform to a high level?
 I contribute and therefore my work is important?
 I am listened to?
 I am valued?
In short, you need to create a foundation for engagement which invites and welcomes open
discourse. Convey an attitude that everyone‟s work is important and recognize achievement.
All of this will remove barriers and build appreciation.
If you follow these steps, you‟ll be assured of making inroads when it comes to understanding
how to manage in turbulent times, or managing your people in times that are challenging.
Managing In Turbulent Times
Navigate through complexity to enable productive
change