The Five Ps of Leading through Ambiguity
This comes as no surprise that we’re the middle of the Age of Hyper-Disruptions where transformation is in every industry, across every function – everywhere -- to every aspect of relationships even romance. This poses an incredible opportunity to create the change we want. Yet, navigating this ambiguity is where struggle.
Ambiguity is something that many of our clients — and many of us here at The Purposeworks have struggled with too. We wanted to shed some light on how to free oneself from the grip of uncertainty, to navigate change without depleting your soul while doing what’s right for your team and organization.
The Five Ps Framework comprises these principles: Perspective, Positivity, People, Purpose and Plan. It’s designed as a repeatable diagnostic for right now and at any time you hit a snag and need to get out of the anxiety of the ambiguity cycle.
This pragmatic best practice is to uncover where the obstacles are that stall our ability to move forward – in one of principle, to a few, to all -- so you can pivot with greater ease, focus and constructive action, regaining your stability and confidence.
“You can’t stop the waves from coming but you can learn to surf.” - John Cabot Zinn
Perspective
It’s about our intention and the informed perspective we choose. Take the brick layer parable from JFK:
I’m working hard to lay bricks to support my family
I’m building a wall
I’m building a cathedral
Each perspective is correct. It is our informed perspective through our experiences, our wisdom that show us the light forward.
The questions to ask: how do you want to be as an organization (leader or follower), what type of leader do you want to be inside of this change.
Positivity
Change causes emotions to be triggered. When our emotions are triggered we lack control and fear of the unknown surfaces (that’s why we of often stay in a relationship we don’t like “the devil we know…” gives us comfort). Here’s where a dose of resilience can further support our emotions and actions; knowing what we can control and what we can’t.
The questions to ask: where’s your ability to return to the locus of control (in some cases a locus of intention), what will you separate from and let go (what doesn’t serve you). You get to choose, do you want to be the victim? Or the warrior? Here’s an opportunity to recall a time you were successful, and what where the enablers of that progress. It’s strength spotting – calling out our core abilities, is a self-reliance tool, knowing we “got it” and sharing it with others creates positive social reciprocity.
People
Creating healthy workplaces and work that unifies us to solve challenges, to realize positive transformations is a promise of better that lies in each of us. It’s all about people. The emphasis is how we treat each other and building together a shared trust.
The questions to ask: how are you taking it outward, be curious about your team, your colleagues, go one-on-one, get to know each other, learn about each other, listen and understand their needs. The rewards of so are amazing.
Purpose
How we stay connected, engaged is through a reason that goes beyond the bottom line. As we work across all kinds of situations and models it’s even more important to create the links that bind us as human beings, not just as worker bees, providing spaces for humans to come together and do their best work and in turn be in a better world.
The questions to ask: how are we applying our whole-self to other, what’s possible for humanity. What are the emotions that surface that will guide you---what do you need for wellbeing.
“Take advantage of the ambiguity in the world.
Look at something and think what else it might be.” - Roger Von Oech
Plan
The power is in the doing, and doing is having a plan. Taking action thoughtfully. A plan unifies everyone, sets priorities, and designates accountability.
The questions to ask: what’s the first step. Consider micro steps, easily integrated actions create the largest outcomes.
Along the way: take a brief moment to reflect, always measure, clearly and often communicate, and be sure to acknowledge shifts and gains which is key to instilling new pathways that work.