In today’s rapidly changing world, it is no secret that the business landscape is characterized by four elements: Volatility, Uncertainty, Complexity, and Ambiguity, or VUCA. The acronym VUCA originated from an American war college where it was created to reflect the reality of the end of the Cold War. Today, it has gained popularity to describe the challenges leaders face in a chaotic and unpredictable world.

VUCA represents four interconnected dimensions that define today’s business environment. Volatility refers to the nature, speed, volume, and magnitude of change that often does not occur in a repeatable pattern. Uncertainty pertains to the lack of predictability in issues and events. Complexity is the numerous and difficult-to-understand causes, intricacies, and interconnectedness of factors. Finally, ambiguity represents the lack of clarity and the existence of multiple interpretations about the meaning and possible impact of an event.

Many factors have contributed to the rise of VUCA. Technological advancements, globalization, geopolitical shifts, and changing consumer behaviors have all played significant roles. It took telephone technology 75 years to reach 100 million users. Conversely, ChatGPT reached the same milestone in just two months. The rapid pace of technological innovation has disrupted industries, making it difficult for leaders to anticipate and respond to market changes and individual projects. Of course, the VUCA implications of these changes are felt by designers, engineers, project managers, suppliers, and consumers. 

To successfully navigate the VUCA world, leaders must stay abreast of current business trends. One prominent trend is digital transformation, which involves leveraging technology to enhance operational efficiency, customer experience, and innovation. Those who embrace digital transformation can adapt more quickly to changing circumstances, gain a competitive advantage, and meet evolving customer expectations. 

Another significant trend is the shift towards asynchronous and remote work and virtual collaboration. The COVID-19 pandemic accelerated this transformation, compelling organizations to adopt remote work models. Leaders must embrace virtual collaboration tools, foster a culture of trust and accountability, and create inclusive environments that promote effective teamwork across physical boundaries. Also, sustainability and social responsibility have become critical considerations for businesses. Consumers are increasingly conscious of environmental and social issues, and organizations that align with sustainable practices and demonstrate social responsibility are more likely to gain customer loyalty and attract and retain top talent.

To quote the famous management consultant Peter Druker, “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.”

So, how does one lead in a VUCA world? The act of leading is influencing oneself and others, preferably influencing in an ethical, effective way. Leadership is Influence. In the face of VUCA, leaders must adopt strategies that allow them to navigate the unpredictable terrain effectively. Here are four essential strategies for leaders to bring on their A-game.

Do your best thinking:

Leaders must foster a critical thinking culture and encourage diverse perspectives. By gathering insights from various sources, considering alternative viewpoints, and challenging the status quo, leaders can make informed decisions that mitigate risks and exploit opportunities. Best thinking involves a few core principles. 

First, leaders should let go of comfortable ideas, become accustomed to ambiguity and contradictions, and prepare to rise above conventional mindsets and reframe the questions we ask. They should proactively abandon their ingrained assumptions and open themselves to new paradigms. A very underrated quality is the willingness to experiment and tolerate failure. 

Another key virtue is relying on imagination as much as logic while generating and integrating various ideas. ‘Best Practice’ was Yesterday, while ‘Best Thinking’ is in demand Today and Tomorrow. What was successful yesterday may not be successful today or tomorrow. Success in our VUCA world requires possibility thinking -Best Thinking.

Embrace change:

Instead of fearing change, leaders must embrace it and view it as an opportunity for growth. Agile leaders are proactive in identifying emerging trends, flexible in adapting to new circumstances, and quick in making necessary adjustments. They empower themselves and their teams to embrace change and foster a culture of innovation. Not long ago, humans were writing sports articles detailing the statistics from a match or game. The robot reporter replaced the human reporter. 

Those who embrace change can fashion an opportunity to move from the displaced to the creator. Embracing change is like flying through a storm cloud, a bit bumpy, but knowing the sun will shine on the other side. Change is hard at first, messy in the middle, gorgeous at the end, and nevertheless inevitable. Keep a positive mindset in the face of change and use that to build up creative energy.

Be a lifelong learner:

Continuous learning is crucial in a VUCA world. Leaders must invest in their development, seeking opportunities to enhance their skills and knowledge. This could involve attending conferences, engaging in online courses, or seeking mentorship. By being lifelong learners, leaders can better adapt to new challenges, stay relevant, and inspire themselves and coworkers to pursue growth.

It is critical to foster a culture of continuous learning within the organization to expand knowledge, develop new skills, and stay abreast of industry trends. Take Charlie Munger’s advice, learn something daily, and become a lifelong learning machine.

Take good care of yourself:

VUCA swirling around us at work, home, and community is tiring. Its constancy is energy-sapping. Today’s leaders must practice self-care and well-being. As a leader, it is important to take care of oneself to navigate the increasing stresses and challenges of a VUCA world. That is also a prerequisite for taking care of others. Like a battery, without a recharge, we run down. To be at our best, we must renew and recharge. Self-care promotes positive health outcomes, such as fostering resilience and better managing stress. Prioritize self-care and influence your team members to do the same.

Leadership is a continuous journey of growth and learning how to influence oneself ethically and effectively and those around us. The VUCA swirl demands change to remain relevant, productive, and meaningful. So, change we must. Embrace a journey that requires leaders to move from ‘impossible’ to ‘I’m Possible’ – to leverage possibility thinking and action. Embrace the craziness and be the leader that inspires and drives positive change in this VUCA world.

Robert “Bob” Pautke is President of SOAR with Purpose, a strengths-based Leader Development company enabling others to make the highest and best use of their potential. He holds a U.S. Patent and is a published author, podcaster, and sought-after inspirational speaker.