The lessons of the year 2022 for managing a business could be multiple.

We will only remember one: the obligation to apprehend Uncertainty.

One certainty = Uncertainty

The concept of the VUCA world (VICA in French) is not recent (used as early as the 90s by the US Army following the new geopolitical situation), but found all its resonance during the year 2022, as the 4 qualifiers of the acronym were so relevant:

• Volatility
• Uncertainty
• Complexity
• Ambiguity
  

Ongoing news, for all managers and business leaders: regardless of the sector
of activity, the geographical playing field, the maturity and the size of their companies (start-ups, SMEs, ETI, large groups).

Thus, everyone should expect the unexpected, to maneuver through uncertainty.

3 priorities to assert your Leadership in this context

In this context, 3 Priorities seem to us to be key for the management of the company; and this with leadership through which the manager continues to shed light on the horizon, remove the obstacles of daily life and engage the teams.

1 - Capitalize on corporate identity: the strength of the roots

In periods of high tension and constant change, reference points are crucial.
Among these, the elements attached to the Identity and Culture of the company are a guarantee of stability and cohesion. They will promote reinsurance if necessary, and especially the commitment of all.
They thus constitute an “imperative”, a real basis for all the tactical or strategic reflections and decisions that will have to be taken.

It is important then:

- To affirm the clear, shared and embodied by all employees of the Raison d'être, the values, and the associated concrete behaviors.

Why do we exist? What do we want to do? How do we want to do it?

- To ensure the sharing and proper implementation of the company's rules of life and rituals

These fundamental references will give tangible visibility in an uncertain environment and will make it possible to engage employees individually and collectively, with meaning, in a mission, a unifying project, especially for the most recent ones.

2 - Strengthen the capacity for judgment: beyond the spirit of decision

It is crucial to realize that maneuvering in uncertainty requires you to review your decision-making processes by leaving aside certainties, beliefs, intuitions, as well as, where appropriate, a certain amount of solitude in the exercise of power.

“The biggest danger in times of turbulence is not the turbulence itself; it's acting with yesterday's logic! ” (Peter Drucker)

Change the logic: for a broader and different vision, a more thorough assessment of the situation supported by various investigations, which will in fact allow the construction of a more informed conviction.
For this, the ability to judge is a key asset, based on the combination of several factors:

- Experience and knowledge: by paying attention to analogies that are too quick or trivial,

- The examination of all possible alternatives: by taking the time to compare the opinions of experts and challenge the options,

- Diversity of opinions: by ensuring that you are surrounded by people who can bring different perspectives and models of thought.

These periods of change should push managers to examine the relevance of their governance, their functioning and the composition of their decision-making committees.

This is often the right time to make changes in the members of the Management Committee, but also in the Board of Directors; or even consider the establishment of a strategic Board to welcome independent members.

3 - Adopt the soul of Pioneers:

The pioneer, the one who clears unexplored paths, who advances in the fog.
The pioneer who is not certain of anything, but who is curious about everything and who tries, sticks on, and knows deep down that something will happen.
For the manager, periods of uncertainty can and should lead to the adoption of this pioneer spirit:

- Accept not knowing, and making mistakes

- Promote curiosity and a sense of initiative -> generalize the “test and learn”

- Accentuate the company's learning capacity -> develop “feedback”

- Keep it simple and with the resources available

- Capitalize on the pragmatic principles of performance (make do with what you have, define an acceptable loss, be opportunistic, do not forbid yourself anything, consider that the future is yet to be written)

- Be optimistic and believe in your star

Uncertainty synonymous with opportunities

The 3 priorities above and the best practices outlined are levers for managers that will allow them to establish trust and confirm the company's ability to deal with the turbulence and uncertainty generated.

And... to also open up new opportunities for him!

“A pessimist sees the difficulty in every opportunity, an optimist sees the opportunity in every difficulty” (Winston Churchill)