We live in a world where change is the only constant. With change comes uncertainty and ambiguity. The term VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), first coined by military is now very much applicable in the organisational context and have become the reality of today's business landscape. These qualities aren't just buzzwords, they're essential for building resilient, forward-thinking organisations with leaders who can swiftly respond to challenges, make strategic adjustments, and seize opportunities before competitors do.  

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My journey through change 

In my own leadership journey, I've navigated the VUCA world firsthand over recent years. In January 2020, I took a new role as the Head of People for the Asia business of a global mining services organisation, leading a team of about 80 and a workforce of about 9000 people. Little did I know at the time that I would not only have to lead this team and function remotely from Australia as international borders closed, but also lead a rapid response to COVID-19, repatriating expats, managing redundancies, and overseeing vaccine rollout while maintaining operations across several sites. 

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This experience required immense openness and a learning mindset as I had to quickly adapt to a constantly evolving situation and embrace new ways of working. It also demanded complexity awareness and sense-making to understand the interconnectedness of the challenges and develop effective solutions. 

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From leading through the pandemic and organisational restructures to transitioning into entrepreneurship, agility and adaptability have been my constant companions. While often used interchangeably, these two qualities have distinct nuances. Adaptability is about considering all options, identifying opportunities, and devising a plan. Just like the US Marines' motto states Improvise, Adapt, and Overcome. This is the essence of leading in a VUCA world. 

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Agility, on the other hand, is about having the confidence to take swift and decisive action when faced with the unexpected. One thing I've learned over my career is that we don't always have all the facts and data we need (or the luxury of time to wait) to make decisions. Sometimes the decisions may not be perfect, but that's an opportunity to learn and grow. This reflects the mobilization skills needed to inspire and guide a team through uncertainty. 

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Inner development for outer impact 

Leaders today face many complex problems that call for an adaptive approach rather than a purely technical one. These are wicked problems  with no easy answers, often triggering emotional reactions. They require leaders to disrupt the status quo, navigate uncertainty, and empower people to thrive. To tackle these challenges, leaders need to be emotionally intelligent, resilient, willing to engage in ongoing development, and able to collaborate with multiple stakeholders. 

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To thrive in this VUCA environment, leaders need to cultivate their inner capacity. Growing our inner capacity to lead and deal with challenging issues is key to adaptability. 

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I have been using the Inner Development Goals (IDGs) framework both for my own development and in my leadership practice as an executive coach and facilitator. The IDGs were first developed to tackle the lack of progress against the UN SDGs (United Nations Sustainable Development Goals). They are also very relevant to the current challenges we face beyond the climate crisis. 

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“And without a foundational shift in human values and leadership capacities, external solutions to our global challenges may be limited, too slow or short-lived.” - Inner Development Goals  

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The concept of inner development has long existed across diverse cultures and societies, but this is the first time that inner development is seen as essential to address the increasingly urgent challenges identified in the SDGs and beyond. The framework has been co-created to identify, understand, and communicate the inner skills and qualities needed by people and organisations to achieve sustainable development for a more equitable world. 

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The IDGs' five dimensions – being, thinking, relating, collaborating, and acting – along with the 23 skills and qualities are the inner capacities leaders need for dealing with the challenges of today's VUCA world. You can explore more tools on the IDG website for each of the 23 skills.  ​​​​​​

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Embrace the VUCA Challenge 

​The VUCA environment challenges us to find our own way and anticipate the future. It's about empowering people and tapping into their potential. By focusing on these inner dimensions, leaders can build the resilience and adaptability needed to navigate external challenges. 

 

Resources: 

Inner Development Goals Website: https://innerdevelopmentgoals.org/ ​

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IDGs Plus Podcast: https://pod.link/1730230028 

 

HBR Article What VUCA Really Means for You: https://hbr.org/2014/01/what-vuca-really-means-for-you 

 

McKinsey Article Future proof: Solving the ‘adaptability paradox’ for the long term: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term 

 

This article has been crafted for the Women Leaders Institute (womenleadersinstitute.org) by Cherry Ward, Founder & Director at Bluebird Leadership. 

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