The future is unknown. It always has been and always will be. Whether technological innovation, wars, climate change, voting … or a pandemic, every decision an organisation and leader makes is, in one way or another, directly related to uncertainty.
In nature, the most successful systems do not just adapt, they are adaptable. Indeed, adaptability is the ‘skill’ most sought by leaders and organisations. To adapt requires stepping into uncertainty. Adapting to uncertainty is born out of a way of being … a practice … that one engages in every day at work, at home with one’s children, with one’s partner, friends, with the cashier in the grocery store.
Only by understanding how and why you see what you do can you adapt to and lead others into uncertainty. Becoming perceptually intelligent in conflict enables leaders and their teams and organisations to succeed when others fail.