Comment gérez-vous l’ambiguïté et l’incertitude avec vos parties prenantes?

In my experience, dealing with ambiguity and uncertainty involves embracing a mindset of flexibility and openness. As a leader, I focus on clear communication, setting adaptable goals, and fostering an environment where every stakeholder feels empowered to contribute ideas. This approach not only helps in navigating through uncertain times but also in building a resilient and innovative team culture. By prioritizing adaptability and collaborative problem-solving, we can turn challenges into opportunities for growth and success, embodying the essence of enlightened leadership.

Managing uncertainty with stakeholders: Accept uncertainty and seek clarity. Plan for contingencies and maintain flexibility. Listen actively and be adaptive. Manage anxiety and build resilience. Promote inclusion in decision-making.

As experienced Portfolio & Program managers clients ask for guidance informed by our experience due to our credibility gained from past success. We possess a wealth of knowledge not found in individual entities. When we share insights through the lens of their situation we're an accelerant to engagement success and benefits realization. Plans are best co-developed across stakeholder and/or organizational lines, based on strategic goals. Corporate Strategy aids in everyday decision-making, i.e. Does x bring us closer or farther away from achieving Corporate Strategy and Goals? I've found confusion above is due to not having, or not clearly understanding Corporate Strategy and Goals. This is a failure of leadership communication.

For me, listening and asking pertinent and reflective questions is the start. At the beginning of any change, ambiguity and confusion are inevitable. Secondly, be discrete. Have the conversation with stakeholders being closed doors and help them to get to a point of relative clarity but only as far as they can see clearly into the future.

Gaining a deep understanding of the context surrounding the ambiguity and uncertainty is very important as a starting point. Then sharing relevant information, asking for feedback to clarify address concerns becomes equally important as a next step. Lastly, being 'adaptable' and 'agile' is key in managing change and dealing with diverse stakeholder expectations.

From my experience, navigating uncertainty with stakeholders starts with clear, open communication. When leaders communicate honestly and listen actively, they create trust and a sense of inclusion. This approach allows stakeholders to share concerns and ideas freely, turning ambiguity into an opportunity for collaboration. By focusing on shared goals and staying adaptable, leaders can turn uncertain times into moments of growth, helping everyone feel aligned and confident moving forward.

Too many Project Managers use the term "drive" a project rather steer or shape. It is like the old view of speaking slowly and loudly at foreigners in your own language to drive a project. Projects work better when communication is positive, helpful, in line with helping the business get delivery, whilst carefully shaping bad ideas into good ones.

At the end of the day, the stakeholders will have to live with whatever is delivered and so the more that you can empower and guide them to do the best they can, the better. It is all about collaboration where at all possible.

Involve and empower your stakeholders by actively including them in decision-making and problem-solving processes. When stakeholders have a role in shaping outcomes, they feel more in control and invested, which helps alleviate ambiguity and uncertainty while fostering a collaborative environment.

"Go with the flow". When undertaking any project with elements of uncertainty and ambiguity; a mindset shift is in order. Life is unpredictable. Mutations occur at "random"; but are what drives evolution and change. Moving with the change and adapting is more efficient than being stuck trying to anticipate every detail. Many may not even become a reality. Energy should be directed by holding onto the balance. Greatness lies in the in-between of the known and unknown. This is not to say that contingencies should not be in place. They serve excellent purposes in risk mitigation. However the depth and scale, as well as the person exercising these processes must come from a place of adaptability.

Adjusting plans, strategies, and actions in response to changing circumstances is also key. This flexibility allows for a more responsive and resilient approach to challenges. For instance, during the COVID-19 pandemic, adapting service delivery models to include virtual consultations was a necessary shift to continue providing support to mental health consumers. By being adaptable and flexible, leaders can demonstrate their ability to navigate through complex and uncertain situations effectively. This not only builds trust and confidence among stakeholders but also fosters a culture of agility and innovation within the organisation.

Provide support and reassurance by offering clear, consistent updates and being transparent about what you know and don’t know. Regularly check in to address concerns and offer practical assistance, which helps build confidence and stability amidst uncertainty.

Key actions that would provide support to stakeholders in uncertain times: 1) Prioritize transparent communication - sharing updates and decisions openly to build trust. 2) Practice empathetic listening, truly understanding their concerns and emotions, showing you value their perspectives. 3) Offer adaptive solutions, adjusting strategies to address specific challenges, and highlight progress to boost confidence. 4) Don’t forget to consistently recognize their contributions; acknowledging efforts reinforces their importance and bolsters morale. By focusing on these key actions, you demonstrate empathy, responsiveness, and commitment, strengthening stakeholder relationships amidst ambiguity.

No great innovation comes out of certainty. There's always some level of the unknown and risk involved. So the first step to dealing with ambiguity and uncertainty is to accept it. There are very few certainties, especially when dealing with people, and we need to learn to first accept this, second get comfortable with it, and third, learn to use it to our advantage. That means developing leaders who understand the diminishing marginal returns of seeking more certainty, and that for different types of questions, the marginal return may be lower than the marginal cost of striving towards more certainty. And that there comes a point when a decision needs to be made based on what is known (data) and what has been learned (experience).

Consider developing a flexible action plan that can adapt to changing circumstances. By having a plan that allows for adjustments and communicates this adaptability to stakeholders, you demonstrate preparedness and resilience, reducing the impact of ambiguity and helping everyone stay aligned and focused.