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Leading in the Age of Non-Stop VUCA

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Leading in the Age of Non-Stop VUCA

Back in the early days of the COVID pandemic, I wrote a post on how to lead under volatile, uncertain, complex, and ambiguous conditions. You may know those four words by their common acronym – VUCA. To be honest, I didn’t think that things could get any more VUCA than they were during the pandemic.

I’m beginning to think I was wrong about that. Practically every week over the past year there’s been a new breakthrough or application in the field of artificial intelligence. Pretty much everyone who’s paying attention agrees that AI is going to massively disrupt life and work; they just don’t know exactly how yet as the development and deployment of the technology races ahead.

And, as I write this in the early days of February 2025, we’re seeing massive disruption flowing from the White House in the form of tariffs, government executives being fired, industry regulations and policies being changed, DEI initiatives being challenged on all fronts, and Federal agencies apparently being shut down over the course of a weekend. And that’s just a partial list that came from the top of my head.

Volatility? No doubt. Uncertain, complex, and ambiguous? I’d say we haven’t even begun to sort out the second and third order effects of this wave of sudden change.

So, is leading through a VUCA environment still an important skill set to have or develop? I’d argue that it’s never been more important for private, public, and non-profit sector leaders both in the U.S. and globally. As a leader, how do you avoid freezing like a deer in the headlights as chaotic change swirls around you? I’d suggest breaking it down into clear steps that help you get as much as a handle as you can to determine the actions that are best for you and your organization right now.

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Framework for Leading in VUCA

VUCA, Strategic Leadership, Change Management

Volatility – Volatile environments are disrupted ones in which things change rapidly and usually for the worse. To address this, leaders should focus on creating space for themselves and their teams to think. By taking a step back, breathing deeply, and identifying priorities, leaders can calm themselves and focus efforts.

Uncertainty – In uncertain environments, where historical precedents are lacking, reducing uncertainty is crucial. Gathering data and insights from reliable sources and conversations with partners can provide valuable information for decision-making.

Complexity – Complex environments with numerous variables require breaking down actions into manageable chunks. By focusing on small, impactful steps rather than aiming for a perfect solution, leaders can make progress without succumbing to analysis paralysis.

Ambiguity – Ambiguous environments lack clear outcomes, leading to inaction. To combat this, running tests and sharing learnings can provide direction and keep stakeholders engaged in meaningful actions despite uncertain endpoints.

It’s essential to iterate through these steps continuously, creating space, gathering insights, identifying actions, and running tests to navigate the challenges of a VUCA world effectively.

What VUCA challenges are you facing lately? Share your experiences and insights on LinkedIn.

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The post Leading in the Age of Non-Stop VUCA first appeared on The Eblin Group.

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