How to deal with uncertainty: notice more invisible patterns

In November 2012, I participated in a personal development program on Flinders Island. The program is called “Sacred Passage” and taught by John P. Milton. John’s teachings are based on Ancient Wisdom from a variety of sources. Part of the 12-day retreat is spending 7 days on your own in nature – with no distractions: no technology and very minimal food and comfort.

I chose my spot near the beach, back in the dunes. After pitching my tent, I learned that I hadn’t been very good at reading the landscape. Flinders Island is off Tasmania’s North-Eastern coast – meaning…it’s usually very windy. During the first night, my tent was nearly blown over and the roaring of the wind was terribly loud – I couldn’t sleep and had to find a new place to camp the next morning.

I learned to slow down, observe more closely what’s going on in my environment and also to visualise how this might change over the course of the day. I managed quite well over the next 6 days … and learned even more how to deal with uncertainty and not knowing what’ll happen. The program expanded many of my perspectives.

Right now, many leaders are facing a storm as well. Levels of uncertainty and stress are high. Unfortunately, too many choose to focus just on the issues directly in front of them. It is an attention-in-reaction. Whilst this can be a healthy reaction for a limited time in an emergency, it’s not very helpful for inspiring others to move forward and create better solutions. We need more attention-out-leadership.

Your path to deal more effectively with uncertainty could start with reflecting on the following questions:

  • Where is most of your attention right now? Inwards or outwards?

  • What patterns do you notice in your environments? These can be tangible and intangible patterns.

  • What processes do you use to make sense of the spaces that you are operating in?

Here are 3 leadership tools to get you started:

  1. System Map: A visual representation of the most important elements, and their relationships and interdependencies in the system, that are contributing to the problematic events you want to analyse. Very much an intellectual approach to system thinking.

  2. Context-Sensing: An experiential interaction with a system map. Practicing a somatic approach to finding flow by system sensing. Using your body’s wisdom.

  3. Mindset Check: Consider your own and your stakeholders’ mental models as reference points for what is influencing the system structures.

Try it out. With expanded insight, your decisions become more sustainable, and your effectiveness as leader improves. You get more and more aligned and in flow. Your clarity and confidence are inspiring and energising. That’s what the world needs right now.

Connect deeply. Lead wisely.
Naturally yours,

Ingrid


P.S. Anyone in need of a bit more inspiration and perspective? Here’s a quote that’s used quite often in Germany: “If I knew the world would end tomorrow, I’d still plant an apple tree today.” (source: unknown but often attributed to Martin Luther)