By Julie Benezet

Entering the unknown releases a world of possibilities. Being comfortable with the discomfort of not knowing what is going to happen in the future is not easy. It calls on us to find our inner compass and see the world without varnish. We also learn to trust no matter how scary it gets; however, if we keep navigating those twisted pathways toward building something better, we will arrive there.

Leaders can deal with the problem of conflict avoidance, which usually shows up in these four ways:


Capitulation. Avoiding conflict by going along with others, despite disagreeing with their position.

Disappearance. Disappearing physically from a situation or mentally leaving it even while physically present.

Passive Aggression. Remaining silent, saying something noncommittal, or signaling displeasure with body language and leaving it to others to figure out what a person really wants.

Bullying. Taking a strong position and either exiting the scene of potential opposition or counting on others to be intimidated from challenging them to make sure they do not encounter a situation where they might be wrong.


Entering a conflict is not always the best choice of behavior. There are times where the best maneuver is to stand down from a fight so as to preserve a needed relationship or cause. Conflict avoidance becomes a problem where standing down compromises the ability to generate a bigger bet, or simply to do the right thing, something, which in itself involves risks. This resistance to engagement is one of the key issues that can prevent a leader from getting people to work together to solve a critical problem.

How does a leader overcome these and other major issues that impede progress? Here are seven ways to face the future in a world of divisive politics, shifting expectations, and constantly looming unknowns:


1. Your job is to lead people into the future, not to stay stuck in the present. Your focus is not on business as usual, but business as it could be. Look for and create new opportunities in every aspect of organizational life, whether it is an organization’s market position, work culture, talent development, or new services.

Seek and embrace ways to make life better for employees, customers, and communities you are engaged in. Learn what your stakeholders really need, and then come up with new, viable, and effective ways to meet those needs.


2. Embrace the fear of the unknown. Look upon the scary issues as an asset, not a liability. Strive to be a champion and not be faint of heart. The world has never been more ambiguous, scary, and full of opportunities. Be willing to take on the risks of uncertain battles with uncertain outcomes that come with new ideas.

Flex with your people and develop new organization processes that are capable of adapting to and leveraging every new situation as things play out differently from what was anticipated. Rejoice and celebrate with others when a new idea leads to something better for the organization.


3. Define the purpose that will drive people and an organization through the discomfort of not knowing the outcome of new ideas. The road to better outcomes is uncomfortable. Try new ideas knowing and accepting that you will not be able to know what might happen. Allow yourself to be guided by a strong sense of purpose, a good sense of humor, and a healthy dose of humility.

Identify and embrace the ideals that give you and your people deep personal meaning. Turn these into the energy and power you need to face the challenges and make the best dreams really happen.


4. Accept failure on the way to success. Learn from every difficult lesson along the way. Test new ideas and find out whether they will be successful. Experiment with new ideas, technologies, approaches, systems, and people. Embrace and celebrate failures especially when they are risky but laden with great potential. Congratulate and thank people for their efforts and bravery.

Look at bumps along the road as learning opportunities rather than reasons to slash headcount, slow down, or abandon the quest. Use them to revise, improve, and drive the organization forward. Restore their spirits and galvanize them so they persist in achieving success.


5. Recognize that human beings are messy. Learn to work with the difficulties they experience and help them overcome the challenges being faced. Avoiding people in tough times is not an option. People come with their own set of requirements. Everyone is unique. There is no manual that guides in all circumstances. There is no way to predict what each person will do in any situation. Rise to every challenge and find the courage to connect with others.

Humble yourself in a way that allows you to experience and understand individuals on their terms. Be willing to ask many questions to learn what people see and seek. Resist being close-minded. Let others lead the conversation to surface the answers needed to create the best plan of action.


6. Be open to new knowledge and be critical of your self-knowledge, knowing that the right information can be hard to attain. Connect with new ideas and the people who can help make change happen. Develop and maintain an open channel that allows a free flow of education, uncluttered by fears and prejudices. Learn and explore who you are and how you got here. Separate and let go of the past so you can identify and act on what is relevant to the future.


7. Know when to move forward, even when you realize there is more to know. Realize that you can become only so familiar with the relevant facts and the personal agendas of others. You can never know everything there is to know. The world changes every second of every day. People change, facts change, situations change, and opportunities come and go. Some decisions must be made so that people and the organization can move forward.


Ask yourself: Do we know enough to make a decision that is worth risking its unknown outcome? Ask people to bring ideas forward if they see a risk that should influence or change the decision. Ask them for recommendations that will effectively manage and contain the risks. Decide to make the decision when you feel that the value of going forward is greater than not going forward.  




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