WHOLE LEADERSHIP APPROACH TO REDEFINING RISK AND UNCERTAINTY
Some leaders believe they can outthink risk, that they can compartmentalize uncertainty, identifying and controlling it. For this reason, many companies respond to the highly volatile, uncertain conditions of the perfect storm by rearranging the deck chairs—they restructure based on their analysis.
This head approach isn’t necessarily the wrong thing to do—but it’s an incomplete response. It may feel good because it represents action, and doing something always feels more leaderlike than doing nothing. But it’s not enough. What is enough is being aware of and able to use head, heart, and guts capacities in response to uncertainty and risk, as outlined in Figure 9.1.
1. Use your ...
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