Being certain when we can be
Of the many disruptive waves emanating from the pandemic through our daily lives the latest curved ball ‘cancelling Christmas’ feels like the worst. Maybe that sounds dramatic. This isn’t, of course, the worst of it, but for many, as it combines the straw and the camel’s back, it will feel that way because of its last-minute-ness.
For our Government and others around the world, making the right call at the right time is proving fiendishly difficult. Yet an earlier call – by several weeks – constraining seasonal celebrations would have been painful but given people more certainty for their planning and their hopes, and more sense of control.
There’s a useful reminder here about the timeliness and quality of the decisions we make as leaders – whether of nations, organisations or teams.
When it comes to giving some sense of certainty that’s more challenging. The pandemic is showing us how little real control of external events we have.
Instead, we need to develop a more skilful way of being in uncertain conditions. That’s about developing our own inner resources – stability and stillness – through a strong practice of reflection that allows us to connect with our ability to sense and intuit when concreteness and certainty are elusive. And for leaders it’s about helping others to develop their own inner stability.