The world feels increasingly uncertain, complex, and contradictory. This has tangible consequences for our psyche and our daily lives. One thing is certain: we don’t leave all these stressful issues at the office door. They occupy our minds constantly, whether consciously or unconsciously. VUCA and BANI are no longer abstract concepts (see part 1 of our blog series), but reality. But what does this mean specifically for companies and leadership?
An extra 30 euros for a tank of gas is hard-earned cash for a commuter – money that’s missing elsewhere. Missile attacks on Tehran hit home for employees with roots in the region, particularly those with family or friends still living there. And vague anxieties about wars drawing closer to Central Europe cannot be simply brushed aside.
This makes it all the more essential to have leadership that is aware of all these factors. Leadership that recognizes how deeply the “outside world” affects the “inner world” of employees, and rather than ignoring these realities, addresses them. Psychological safety and sustained resilience help employees cope with these challenges and navigate the VUCA world.
Leadership Is Also Listening Instead of Looking Away
Psychological safety means the absolute certainty that everyone can say what they think without fearing any repercussions. In practice, this means even subtle dismissals like rolling one’s eyes when a colleague voices concerns about the war in Ukraine are off-limits. Rather than retreating into frustration or the belief that “we can’t change anything anyway,” we should opt for genuine dialogue. By asking empathetic questions What specifically is causing you concern? How is this affecting you personally? we engage as equals. This investment of time helps release inner tension, builds trust and relationships helps employees regain their footing. Ultimately, the time invested is well worth it, considering the negative consequences of ignoring these concerns: from a decline in performance to increased sick leave, and ultimately, (inner) resignation.
Asking employees how they are doing the morning after acute global events also helps strengthen psychological safety. If supersonic missiles flew toward Kyiv overnight, or an earthquake or flood devastated another country where employees might have relatives, why pretend that nothing happened? VUCA and BANI are everywhere, especially in our minds. And it feels good to share these feelings. Research is clear: speaking with one another reduces emotional stress, lowers the risk of depression and burnout, and strengthens resilience by helping us realize that we are not alone.
As psychological safety and mutual trust increase, so does the resilience of an organization. In this context, resilience primarily means flexibility, that employees can navigate challenges with greater agility. We can practice this as a team by reflecting on how we view world events whether through an optimistic or pessimistic lens. Even when optimism feels difficult to muster, it remains essential. By focusing on what works and identifying opportunities alongside risks, we allow room for confidence to take root.
How Teams Maintain the Ability to Act in Spite of Ongoing Crises
Do we accept reality as it is? Or do we struggle with things, waste our energy on things we can’t change and get stuck in a mental loop? If we look at the situation objectively and actively seek solutions, we can move away from a victim role and take charge, asserting, “I myself can make a difference and bring about change.” By acting with confidence, we can take a different approach and contribute to changing what seemed unchangeable.
All of this is even more successful when we work together, act as a team, and know where and when to get help. Social relationships play a major role in helping us not to lose hope in critical situations, but to find strength in connecting with others.
Am I keeping a close eye on myself in all of this? How am I really doing? What is actually on my mind? Is it primarily anger over price-gauging by oil companies, or is it the fear of not being able to afford my next vacation because gas has become so expensive? And how do I actually deal with stress? Do I let it paralyze me? Or do I know how to get it under control? Developing this level of self-awareness is key to staying grounded and confident when things get unpredictable.
The same applies to future orientation. Do I know my goals? Are they SMART (specific, measurable, attractive, realistic, time-bound)? Does my team know what our goals are? Developing a framework for the future provides direction and reassurance. All the more so when it must be adapted to new developments and events, and the changes are always clearly and transparently communicated to all. This, in turn, can evem further strengthen the team.
VUCA and BANI are demanding challenges for modern leadership. Being aware of them and integrating them into daily leadership practice will – despite all seriousness involved—bring tangible benefits for everyone involved.
