Seven ways to lead through situational complexity
This is the first in a two-part blog focusing on the essential competencies of situational leadership in organisational settings. The second in the series focuses on ‘seven ways to lead through ambiguity’.
In the performance of functions and fulfilment of roles, it is not unusual for organisations to have some level of complexity about them. Complexity may manifest because it is an industry specific characteristic or because of systemic practices, arising from habits behaviours and ways of working. However, it may just as commonly be caused by hazards or crises arising from organisational failure.
Whatever the reason, complexity should never be allowed to ‘bleed’ into areas of operational activity where it is does not belong, become a barrier to productivity or create dysfunction. To that extent, it needs to be properly understood, before it can be skilfully navigated.
So how do you do it? Described below are seven ways to lead through situational complexity.
1. Map the dimensions
It is always useful to think of complexity as a featured landscape. To effectively navigate such terrain, you need a detailed understanding of topography, as well as a heightened perception of depth and breadth. Within an organisational context, the dynamics of these complex characteristics are likely to present as interdependencies, interrelationships and trigger points. It is by understanding how these factors work together, that leaders will gain an enhanced situational appreciation of the scope, scale and span of complexity. As understanding increases, so too does the ability to respond decisively.
2. Confine the focus to contain the spread
As an organisational construct, complexity is unavoidable. However, there are occasions when it operates like a virus, with the capacity to gum up organisational works, hinder business effectiveness and cause workplace paralysis. When complexity becomes virulent it is because systems, hierarchies, processes and culture act as veins and arteries aiding its spread. Just like anything with viral properties, complexity must be limited and confined to those areas of organisational operation where it is most relevant and appropriate.
3. Identify key points of leverage
At a fundamental level, leverage is influence. When applied with insight, intelligence and intuition, even the most complex organisational structures and systems can be circumvented with leverage. To function successfully in the most complex environments, it is essential that those in leadership understand how to use leverage in ways that enables them to be nimble and agile. Aligned to the above, leverage must be exerted tactically and strategically, not just with individuals, but also during moments and in places when it is going to have the greatest impact.
4. Cleanse the environment
One of the biggest challenges for those tasked with leading through complexity is how easily it can become multi-layered. This usually happens when people operating in complex space compound the confusion by adding their own ‘twist’ or when those who don’t know what they are talking about, anoint themselves as ‘armchair experts’. This combination of factors can create ‘contamination’ and ‘clutter’, where it becomes difficult to differentiate that which is necessary from that which is not. It is therefore important to ‘cleanse the environment’ of those who do not need to be involved.
5. Evaluate the spectrum of risk
As set out in the introduction to this blog, complexity can often be fraught with risk and danger. In the best-case scenario, the time taken to get to grips with it can affect organisational pace and momentum and in the worst case, can cause complete paralysis. It is therefore essential to know, based on your appetite and the dynamics of complexity in question, how much risk is tolerable. This in turn will determine where focus needs to be directed as well as the short, medium and longer terms actions that may be required to prevent escalation.
6. Empower at the lowest possible level
Complexity is often a function of both hierarchy and geography. Therefore, it is important that leaders assemble the talents and ensure that those at the most appropriate level of the organisational influence, are empowered to make decisions and solve problems. The application of this critical principle should be irrespective of where those individuals may be located hierarchically or spatially. This is important because the ability to lead through complexity is seldom achieved through individual effort, but more so through the effective utilisation of collective capabilities.
7. Simplify messaging
Much as language is an essential medium for communication, it can also be socially exclusive. Technical terms and jargon associated with industry expertise, can be inaccessible to the uninitiated. It is that exclusivity that often creates needless complexity. When complex language is communicated outside of its confinement area this can lead to confusion. To effectively navigate complex environments, leaders must ensure that language and messaging that it conveys, is appropriate to the audience and as necessary, nuanced and tailored to relevant circumstances.
It goes without saying that complexity can often create difficulty. However, the degree of difficulty presented will depend on the skills and competencies possessed by those seeking to navigate and negotiate their way through or around it. Therefore, in the final analysis, the art to leading through complexity is adaptability. Without adaptability, it is impossible to locate the channels, obscure spaces and fast-moving streams that make the complex simple.
