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In today’s world, complexity reigns supreme. Uncertainty isn’t just a challenge; it’s a constant. The old ways of leading, of relying on bravado and pretending to have all the answers, simply won’t cut it anymore.
The power of humility
True resilience isn’t about muscling through. It’s about acknowledging our limitations and approaching challenges with humility and a willingness to learn. It’s about being “intelligently resilient.”
I recall a time when I was advising a company on how to handle political unrest in the Limpopo region, where they have mines. It was a time of significant tension and instability, and I was struggling to find the “right” answer. But then it dawned on me: there wasn’t one. It was a wicked problem, a situation with no perfect solutions.
When I presented this to the company, they were relieved. It wasn’t about finding the perfect answer; it was about mitigating risk and making the best possible decision in a complex situation. They were thankful that I had acknowledged the complexity and uncertainty they were facing, rather than pretending to have all the answers.
This experience taught me the importance of humility in leadership. It’s not about having all the answers; it’s about being honest about the uncertainties and working together to find the best path forward.
Seeking the bigger picture
Great leaders don’t just sit at the table; they walk to the window and look out. They seek to understand the bigger picture, the context that shapes their decisions.
They recognise that their perspective is limited and that they need to gather as much information as possible before making decisions. They are willing to listen to others, even those who disagree with them, and to consider different points of view.
A journey of self-discovery
Leadership is also about looking inward. It’s about recognising our own blind spots and challenging our deeply held assumptions. This journey of self-discovery, this “maturity,” is essential for navigating complexity.
I often work with company boards, and I’ve observed that the most effective leaders are those who are willing to challenge their own worldviews. They understand that their perspective is just one piece of the puzzle.
They are also willing to admit when they are wrong and to learn from their mistakes. They are constantly seeking to grow and develop as leaders.
Purposeful, collaborative leadership
Authentic leadership is purpose driven. It recognises that a company’s resilience and future success depend on a clear and meaningful purpose, not just profits.
Leaders who are driven by purpose are able to inspire and motivate their followers. They create a sense of shared purpose and meaning, which helps to build resilience in the face of challenges.
The days of the all-knowing adviser are gone. Today, it’s about collaboration, about working together to find the best path forward in the face of uncertainty.
Leaders who are collaborative are able to build trust and rapport with their followers. They create an environment where everyone feels valued and respected, and where everyone is working together towards a common goal.
Dancing with complexity and embracing the challenge
Leadership in complex times requires agility. It’s about being able to “dance across different areas of professional life,” recognising the interconnectedness of everything and adapting to change.
Agile leaders are able to respond quickly and effectively to new challenges and opportunities. They are flexible and adaptable, and they are always willing to learn new things.
The challenges are great, but so are the opportunities. By embracing humility, seeking self-awareness, and cultivating agility, we can navigate the complexities of our time and build a more resilient future.
So, I invite you to reflect on your own leadership journey.
How can you cultivate humility, self-awareness, and agility in your own life?
How can you embrace uncertainty and lead with purpose in a world that constantly demands more of us?
More about Professor Richard Calland
A renowned expert in law, politics, and sustainability, Richard Calland brings 30 years of experience to his role as Director of CISL South Africa. He is a Fellow of the University of Cambridge’s Institute for Sustainability Leadership and a Founding Partner of The Paternoster Group: African Political Insight. Calland is a prominent political analyst and author of several books, including “The Presidents: From Mandela to Ramaphosa, Leadership in The Age of Crisis.” He also co-founded the Sustainability Education initiative, which promotes the integration of sustainability into education systems globally.
