Our day’s conditions where Volatility, Uncertainty, Complexity and Ambiguity dominate oblige that every society, whether large or small, need a leader.

In this chapter, I am taking up in some essential functions of such leaders which are indispensable to all societies and communities around the world, and what skills are needed to lead successfully in a VUCA world?

Three Questions That Every VUCA Leader is Expected to Ask Themselves on a Daily Basis:

The VUCA leader should start the day by asking three questions to which they will provide clear answers by exploring the “How”, i.e. ways and manners of doing things. If needed, they should encourage brainstorming by posing these questions to their team and employees.

Thus, considering the priorities of the current circumstances in their work/their own life/their employees’ lives/their customers’ lives/their family’s life, the VUCA leader should seek answers to the questions below:

• Which complexities can I simplify?
• Which things can I make easier?
• Which processes can I speed up?

That being so, what competencies do people expect from their leaders to build and apply in the midst of today’s VUCA world? Which functions does the VUCA leader need to manage and implement in a complex climate?

7 Essential Functions of a Successful Leader in Today’s VUCA World

The VUCA leader, by adopting a co-operative approach to managing processes, is expected to implement the following 7 functions effectively in order to thrive in current circumstances of the day.

Thinking out of the box: Provided that the VUCA leader invokes problem-solving processes in a participatory way and applies the SAS test to suggestions or insights which seem out of the box or familiar framework, they contribute to obtaining sound results from their efforts. Below, I will explain what the SAS test refers to.

Diversifying Sources: Having identified requirements for the incoming period, the VUCA leader should seek or make others search new and appropriate sources, and if required, they should bring a team for this specific work into action.

Strengthening Connections: The VUCA leader should specify where the present network hinders an effective flow and interaction, seek

support from their team as regards to fostering new connections and networks, and allocate their time personally to such goals.

Ensuring Control: Control does not necessarily disrupts trust-building. The VUCA leader should develop new control mechanisms directly and solely designed to optimise processes rather than be punitive or destructive on their team and employees, thus avoiding any situations that may create uneasiness.

Promoting Balance and Steadiness: Going through the VUCA period, all people tend to find themselves in an unsteady situation both physically and mentally. It is significant that the VUCA leader create a balance wheel with a purpose of acting as a weight to balance requirements and priorities between employees and their work.

Promoting Balance and Steadiness: Going through the VUCA period, all people tend to find themselves in an unsteady situation both physically and mentally. It is significant that the VUCA leader create a balance wheel with a purpose of acting as a weight to balance requirements and priorities between employees and their work.

Facilitating Change/Transformation: It is unwise for individuals attempting to be a VUCA leader to complain or express distress; moreover their time is too precious to spend on such things. Instead, the VUCA leader should think over how to facilitate change and transformation for others around them in a simple, practical and swift way as much as possible.

Pointing the Road Ahead/Guiding the Journey: The VUCA leader should always radiate and glow for the others around. People should be able to find their way by pursuing the glowing light of the VUCA leader, which comes in sight constantly or regularly. Therefore, it is crucial that the VUCA leader keep the inner motivation strong by using Hope fuel. That transforming from individualism to a collective culture and promoting a participative management will obviously relieve the burden on the leader.

SAS Test to be Applied by the VUCA Leader Before Decision-Making Process:

Before making a choice whether for themselves or for their team members, the VUCA leader should, as a first phase, take the following 3 questions into consideration:

Is the available choice or option

• Suitable (to the current circumstances)?
• Achievable (under such circumstances)?
• Sensible (regarding the current circumstances)?

Which Qualities Should the VUCA Leader Build For Improving Themselves and the Processes?

I wish that the content and information provided hereby will eliminate the need for struggling issues about VUCA conditions, and thus benefiting you to proceed with process management at once.

Nuri Murat AVCI