Leading Through Uncertainty. Jude Jennison
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the underlying emotional challenges we face when leading through uncertainty. I explain how uncertainty can lead to stress and overwhelm and how fear and polarisation are a fundamental part of navigating uncertainty. I explore how past experiences, pain and trauma influence our default habits and behaviours. I also look at how we can lead more consciously and be more mindful of how we are triggered, and how that influences us and those around us. We cannot expect to resolve and eradicate emotional responses; instead we must include them in our leadership.
Jude leading Opus (left) and Mr Blue (right)
Part 3 of the book recommends that we return to the core of humanity and allow computers to do the fast processing, allowing us to slow down and be human. It explores some of the skills needed in uncertainty and how we can lead through our humanity rather than as robots. These skills can help leaders find more balance and be more resilient in navigating the emotional challenges we face when leading through uncertainty.
Each chapter opens with an illustrative horse story, key concepts are highlighted in boxed statements, and thought-provoking questions are accentuated in italics. Each chapter ends with pointers to master uncertainty, followed by questions aimed at provoking personal insight and self-reflection. Throughout the book, there are case studies from business leaders which provide examples of where more than one client has had the same or a similar experience. Names have been changed to protect client confidentiality. In some chapters, there are contributions from other industry leaders where appropriate.
Throughout this book I make reference to client experiences with the horses and what they learn, but mostly this is a book about uncertainty and leadership. For more information on how I work with horses, my first book, Leadership Beyond Measure, provides substantial background, theory and case studies, as well as my own learning from horses. Where I reference clients, I use examples that have been experienced by multiple people in the same way. I have also changed names to maintain anonymity. While the client case studies are true examples of what can happen, they reflect the experience of many people rather than one individual.
| Where you see this symbol, you will find reference to additional content, which is downloadable from my website at www.judejennison.com/uncertainty. This includes a workbook to capture your personal insights, white papers and other resources. |
This book explains that however much you plan for every eventuality, nothing is certain in life, and we can lead in a new way without being reactive. I hope this book provokes reflection on your own leadership, as well as consideration for how you can support your team and organisation as you lead through uncertainty.
Are you ready for the ride?
“If you can lead a horse, you can lead anyone.”
“That’s a lot of horse!” I thought.
That was an understatement. Kalle was majestic. I watched her gallop up and down the arena. With her mane and tail flying behind her and her head held high, she snorted loudly as she charged from one end to the other. It was clear that she was strong, powerful and opinionated. I knew nothing about horses, but she certainly didn’t look like a horse who was suitable for a novice such as me.
I had no reference point for this moment. I had only recently overcome my fear of horses. My previous experience had included six months riding at the age of nine and three serious accidents around horses as an adult, one while I was riding and two others on the ground. I write about these more extensively in Leadership Beyond Measure so I won’t go into them here. What I will say is that I was a novice, and I knew very little about horses. The only thing that was certain was that I was here to look at a horse to work with me. Despite Kalle charging up and down at an alarming rate, I walked calmly into the arena and stood in the middle. Having overcome my fear of horses only six months earlier, it seemed a brave thing to do. I’m not sure why I did it, but I followed my instincts and stepped into the arena of uncertainty. I felt as though my heart would stop, and I breathed deeply.
As soon as I walked in, Kalle came to a stop at the other end of the arena. I stayed calm, breathing consciously and grounding myself. She walked over to me and stood by my right shoulder. She looked me deep in the eye, and I felt the soul to soul connection that she creates so magically. I gulped and felt my eyes well up with tears. I was moved by the power and gentleness of her spirit. I walked forward, and Kalle came with me. I stopped, and she stopped with me. I paused, trying to breathe.
Kalle gallops at full speed
I moved again, turning left and right, stopping and starting. Kalle matched me step for step. When I moved, she came. When I stopped, she did, too. The connection felt so deep, yet I had no idea what I was doing. I had virtually no experience around horses. I had stepped right out of my depth and dived head first into the deep end of uncertainty.
I was completely unskilled in looking after a horse. I was uncertain whether she was suitable or if I could handle her. I could feel the power of her palpating beside me, and my heart was pounding. She was choosing to follow me as a leader, even though I had no idea what I was doing. I have received no greater acknowledgement of my leadership than in that moment. Kalle chose to follow with complete free will. It was and continues to be a deeply moving experience.
I went back to the gate to talk to her owner, Julie. Kalle was loose, but she stayed by my side as I went. I said to Julie, “She’s so responsive. She’s the kind of horse I could really connect with.” At that moment, Kalle turned, looked me in the eye, and she nodded. My heart lurched, and I swallowed hard.
I was chosen.
What led me here?
In 2010, I left a 16-year career at IBM. After numerous senior leadership roles, including managing a European budget of $1 billion, I knew there was more for me in life. In hindsight, I was close to burnout, but I didn’t realise it until I took a year’s sabbatical and slowed down almost to a stop. After that sabbatical, I set up a leadership and coaching business with the desire to help senior leaders and executives work in harmony by finding their inner peace as well as creating outer peace. I knew what it was like to work in a large organisation, feeling ground down under the pressure of a heavy workload with aggressive targets to reach. I knew the stresses and strains of trying to work collaboratively in a high-pressure, high-performance culture with no let-up. I also knew how energising, exciting and rewarding it could be. The uncertainty that comes with a high-performance culture is immense. Stretch targets become the norm, and nobody knows whether they can meet them. It’s an environment rife with uncertainty. Some people thrive on it, others are left reeling.
Having completed a year-long transformational leadership programme with The Coaches Training Institute, I also knew there was another way to lead, if only people had the skills to do so. Ironically, in the times when we are under pressure to succeed, there is a tendency to speed up, and in so doing we often lose our ability to lead effectively. What is needed in those moments is a slower, more grounded pace, a way of connecting to your authentic leadership and finding your flow with ease. Athletes know what it is like to be in the zone and spend years working with a performance coach to help them achieve it. Leaders who find this flow are not only powerful, compelling and engaging, they are often less stressed, more grounded and calmer. It makes good business sense to create an environment for leaders to thrive in this way. Yet in the current world of fast-paced change, everything is uncertain, and few people find the space to create that flow.
When