Agility requires the courage to embrace uncertainty

We need to become more agile! And more flexible, too. This goal is almost always mentioned in the context of digital transformation and change management. Being able to improve more quickly requires one skill above all else: letting things be and letting go! Only by not doing a lot of things can you do the important ones really well. Discontinuing projects or ideas that were once promising as soon as the possibility of success recedes into the distance—that is a skill that must be learned. By having the courage to leave gaps.

The more energy is devoted to digital transformation and change management, the greater the challenge of focusing resources and constantly readjusting them—based on results and developments. To do this, managers and entire organizations need the courage to embrace uncertainty, to focus on what can be influenced and controlled, which leads to the desired goal. Due to the diverse and unpredictable changes brought about by digitalization, this ability is becoming increasingly important.

Our energy creates influence and impact

Following this formula isn’t always easy in practice. So much energy is wasted in companies trying to consider every possible development and determine its impact. And with what result? That remains uncertain! Our focus should be on one thing: exerting influence and achieving results.

We don’t need to labor to predict everything we can influence. And no energy is wasted on anything beyond our influence. That is where our courage to embrace the unknown comes into play. The question is always: “What is the best thing I can do right now to achieve our goal?” For change management, this is a clear guiding principle for determining the next steps.

The unpredictability and uncertainty of the future, the obstacles or detours, become opportunities. We direct our energy toward the crucial aspect: that is where we have influence and can make an impact! With the courage to embrace uncertainty, space is created to quickly seize new opportunities for innovation. The focus is directed toward concrete, achievable action. By acting accordingly, our influence is automatically increased, uncertainty about the future is reduced, the willingness to change is heightened, and ultimately agility is strengthened—and this is done sustainably, not just for individual topics or projects.

Establishing rules for leaving gaps: The “Okay” Principle

An important step toward agility in companies involves establishing rules for how gaps are created and left, that is, determining when further resource allocation is no longer worthwhile or when the impact on the outcome becomes too small. The OKR concept—or, simply put, the “Okay” principle: Objective and Key Result—is well-suited as the most important rule.

The key outcome—whether a goal is achieved—does not lie at some point during the current year or even further in the future. Something should be “Okay” within 100 days. Then the next short phase follows. Or, depending on the result, the focus is shifted elsewhere. The Okay Principle ensures a very high degree of agility and flexibility and requires time for the courage to embrace uncertainty to unfold. For details on the process, please contact me personally at m.gross@gross-cie.com

It is important to continuously reflect on the results. It is particularly important to learn that it is “normal” when something isn’t okay—when a result isn’t achieved. Initial experiences of how the resulting gaps can be filled with new opportunities that advance a team, a division, or an entire company increase the courage to let things be and let go.

At the top are the leaders. One’s own courage to embrace gaps is the foundation and an integral part of one’s own digital leadership