Some leaders are much better than others at dealing with unfolding situations.
When clarity and certainty remain elusive, some leaders shine. As conditions change rapidly, these leaders relax and take it all in.
When information is unclear or incomplete, they formulate a flexible game plan. They engage uncertainty with an inner confidence and patience to allow the situation to unwind naturally. They refuse to jump the gun and make decisions until the possible outcomes become more predictable.
Psychologists refer to the leadership quality of coping with situational complexity and uncertainty as a high “tolerance for ambiguity.”
Learning to tolerate ambiguity is associated with a host of positive and related qualities and outcomes. Leaders with a high tolerance for ambiguity tend to be better decision-makers, more creative problem-solvers, higher in emotional intelligence, active innovators, and more open to new ideas and experiences.
Not surprisingly, they experience less stress than do those with lower levels of tolerance. They are simply more resilient in the face of uncertainty and adversity.
The debate as to whether leaders are born with this tolerance or if they come to develop it over time is unlikely to be settled any time soon. But if you’re generally in the camp of nurture over nature, then the practical advice for enhancing your tolerance for ambiguity begins with increasing your experience as a problem-solver and decision-maker. The more opportunities you find for making decisions during uncertain situations, the more tolerance you will build.
More than 60 years ago, psychologist Stanley Budner developed a self-report scale that attempted to measure a leader’s tolerance for ambiguity. This self-assessment remains popular and still provides a useful lens into how much tolerance for ambiguity a given leader has. You can take the test for free and measure your own tolerance level by clicking here.
No matter how well or poorly you score, working on becoming even more tolerant of ambiguity is a worthy goal for any leader. Learning to lead with ambiguity is about embracing the reality of organizational life.
Great leaders recognize that leading is most often about not knowing. Getting comfortable with that is a lifelong pursuit.
