Methodology - Develop Leadership For A VUCA World

TTM associates Methodology

 

No matter whether you are managing a business in America, Europe, Middle East or Japan, managers are faced with an unprecedented amount of challenges imposed on them by the dramatic and fast changing business environment of today. It’s the VUCA world!
Here you can learn about the TTM associates step-wise approach for developing, sustaining and creating the mindset of VUCA SKILLS and BEHAVIOURS for managers to lead in a VUCA environment. VUCA is an acronym that stands for the following terms:

Volatile, Uncertain, Complex and Ambiguity

Managers need to challenge this by developing the positive VUCA leadership skills and behaviours which are VISION, UNDERSTANDING, COLLABORATION and AGILITY!
TTM associates specialises in developing LEADERSHIP BEHAVIOURS.
Below are the steps and processes which we suggest a company should follow in order to successfully design, create, develop and sustain their managers’ behaviours for leading in a VUCA environment with an effective VUCA leadership style.

Step 1: Diagnostic Phase – The Required Competencies

TTM associates divides this phase into three main activities:

Activity 1: Office work – studying, researching and benchmarking the leadership competencies.

  • The pay-off and outcome of this phase is:
    • A defined, robust and validated job competency profile for managers in a VUCA environment.
  • The process for this phase is:
    • Review your company vision, strategy and values
    • Review the current challenges your company / business environment faces
    • Bench mark the leadership competencies throughout the corporate world

Activity 2: Field work – focus groups and one to one interviews
(based on the above leadership competency profile generated by activity 1)

  • The pay off and outcomes of this phase is:
    • Validated competencies, sharpened to the specific context of your own company vision and cultural context.
    • Validated definition and subcategories of the competencies in the specific context of your company vision, values and strategy.
    • Benchmarking the current level vs the desired level of every competency
    • Data for producing the desired behaviours of every competency.
  • The process for this phase is:
    • Questionnaires designed and based on structured design methodology across all the layers and tools:
      • One to One Interviews designed for the ELT members. In total 6 interviews run in the English language.
      • Focus groups. In total 6-8 Focus groups to be run in the English language
        vuca roadmap

Activity 3: Office work – data collation, analysis, tabulation and validation

  • The pay off and outcomes of this phase is:
    • Well defined and documented leadership competencies in VUCA, with definition and subcategories of each competency.
    • Benchmark and gap of every competency.

 

Step 2: Development Phase – Developmental Methodologies

In this step TTM associates, in collaboration with your talent management team, will implement several methodologies to develop the skills and behaviours of your target management population. These Methodologies will include:

  • PowerPoint Slide-FREE & experiential workshops!
  • Action learning projects
  • One-to-one coaching
  • Peer-to-peer feedback
  • Webinars
  • Web forums

 

Examples of VUCA Competencies You May Consider in Your Organisation

Decision-driven:
The decisive leader takes time to fully understand all options before making or promoting a decision, provides clarity and direction, makes decisions consistently and logically with the intention of supporting business priorities and core values.

They weigh-up the risks, uncertainties and trade-offs involved and they structure dialogues with others in order to logically arrive at a consensus. They are able to convey a rational basis for the choices they take and consistently make decisions in a timely manner!

Influence-driven
The influential leader has the power and ability to personally affect others’ actions, decisions, opinions or thinking, They proactively build and align stakeholders, capabilities, and resources in order to get things done quickly and to achieve necessarily complex objectives. They gain the support and resources needed and can effectively and convincingly communicate the benefit which their ideas will have for the company or organization.

They listen effectively to concerns and issues and ensure that they are addressed in order to build a true win-win relationship for all parties. They provides empirical support (data, concrete evidence) for their position or idea and gain collaborative support and successfully build and maintains relationships with individuals outside their sphere of responsibility.

Change-driven
The change-driven leader challenges the status quo, initiates change, understands the impact the change has upon people, engages sponsors, provides direction, guidance and support to the people who are actually implementing the change as well as to those who have to adapt to the change.

They develop informal influencers and embrace change technically and emotionally (what, why, how and what’s in it for me) and they reinforce the future state and take a strong stance on activities by effectively role modelling the change.

Should you need any further info about VUCA and related topics or if you are interested in the services which TTM associates offers, please do not hesitate to contact us.
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