Good leaders create clarity. They know the ability for others to perform consistently at the highest level depends on a clarity of roles, responsibilities, and expectations. Sometimes, clarity can be elusive. Leaders don’t always have the desired facts or data from which to ground their decisions, actions, and choices.
Perhaps a "simple" mindset would be to realize one can't control all we think we can, and change and ambiguity is as prevalent as the air we breathe, so the more we breathe deeply with that mindset the more we can mold and behave our best in current situations?
Not sure if there is any research out there on this specific question, but it stands to reason that the research on building resilience might carry over to similar effects in this area.
Does tolerating ambiguity coincide with both Openness and Agreeableness in the Big Five personality traits? If so, I wonder if an Openness and Agreeableness combination also is a strong predictor of successful leadership?
Having high tolerance for ambiguity means a leader can make plans and move forward with decisions based on incomplete data... or even conflicting data.
The leader with this trait might organically have more confidence that good decisions will produce good results over time... and are less likely to be distracted by bad outcomes.
“leaders who themselves can’t stomach ambiguity are at a huge disadvantage in helping others through the maze of uncertainty.”
This is where the behavioral advice of Admired Leadership needs to show up!!
What’s the practice that builds up this ability.
What you mention about staying in a problem and rejecting first layers of black/white categories is good… but makes me want to jump back into the behavior videos you have in your video platform just to see if any of those might directly apply here.
Another great article. It’s a fine line that moves constantly and shifts from person to person. Too much detail can become management and not leadership and fails to increase adaptability. Learning how to turn the temperature up and down is a highly prized skill.
What are some practices that increase a person's ability to tolerate more ambiguity?
My wife rolling her eyes and saying "just be ok with it" doesn't seem to work for me. (:
Perhaps a "simple" mindset would be to realize one can't control all we think we can, and change and ambiguity is as prevalent as the air we breathe, so the more we breathe deeply with that mindset the more we can mold and behave our best in current situations?
Not sure if there is any research out there on this specific question, but it stands to reason that the research on building resilience might carry over to similar effects in this area.
Does tolerating ambiguity coincide with both Openness and Agreeableness in the Big Five personality traits? If so, I wonder if an Openness and Agreeableness combination also is a strong predictor of successful leadership?
Having high tolerance for ambiguity means a leader can make plans and move forward with decisions based on incomplete data... or even conflicting data.
The leader with this trait might organically have more confidence that good decisions will produce good results over time... and are less likely to be distracted by bad outcomes.
“leaders who themselves can’t stomach ambiguity are at a huge disadvantage in helping others through the maze of uncertainty.”
This is where the behavioral advice of Admired Leadership needs to show up!!
What’s the practice that builds up this ability.
What you mention about staying in a problem and rejecting first layers of black/white categories is good… but makes me want to jump back into the behavior videos you have in your video platform just to see if any of those might directly apply here.
Another great article. It’s a fine line that moves constantly and shifts from person to person. Too much detail can become management and not leadership and fails to increase adaptability. Learning how to turn the temperature up and down is a highly prized skill.