Our working and historical context is characterised by continuous change that is often difficult to plan. For this situation a specific acronym has been coined: VUCA:
Volatile (constantly mutating)
Unpredictable (unpredictable)
Complex (with multiple variants interfering)
Ambiguous (characterised by various facets that are not always clearly identifiable).
Unfortunately, is not only the pace that has changed increasing the speed, but also many other dimensions interfering each other. And you as a leader are expected to navigate your team making adjustments to the helm foreseeing the effects of those changes. The prize is survival not only success.
Setting the path
Surely there are several possible alternative techniques to “navigate” effectively in this extremely fluid context, but we need to find something to rely on that will represent, in seamanship terms, our drifting anchor.
We can identify three specific thematic areas:
A) Processes and methodologies
B) Behaviors
C) Values
The manager has the task of finding a balance between these shifting factors, a balance that is unique for each team and each context.
Is like defining a fingerprint for your team and this needs to be updated and adapted all the times that the members or the size changes.
Among all three areas, however, the value component is particularly relevant, because values serve as a point of reference, indicating or giving us a fixed point when we need to make decisions, establish priorities and concentrate. In an uncertain context, being clear about what drives our actions as a team and for which reason we do it, is essential.
Values are your point of referral
As a team, particularly if not physically colocated, focusing on values can help during times of uncertainty. Even if the context may change, the hope is that the value system that characterises us as a group will not change.
We have to work from single to aggregate level: before exploring group values it is necessary to analyse what individual values are. The operation is not obvious and, certainly, it is not immediate. However, it can be helped by inducing each individual to ask a few questions:
A) What is important to me?
B) What are the things on which I am available to take a position?
C) What is absolutely essential to have in my work?
D) What makes me happy and comfortable?
All of these questions usually help define one or more values that are important to us.
Once you identify the 3-4 values important for the individual, you have to deepen the analysis because once identified, it must be understood that underneath it there are the behaviours that put them into practice. Which can be present or not, in part or in all.
So move the analysis to find for each value which behaviours “operationalise” it.
Then map the values of each person all together and all of their operating behaviours. You will have not only the “DNA code of your team” but also a map of where you can or cannot work to improve the reactions to a challenging environment.
