How Neuroscience Helps Increase Tolerance for Uncertainty?
When uncertainty hits, very deep emotional response patterns kick into action. What can we do to help those we support as HR leaders, coaches, and consultants to respond more effectively?
Greg Flickinger, one of the most brilliant leaders I know, has been writing weekly insights about different leadership topics for years now. Recently he focused on crisis leadership and the importance of contingency plans.
The thing that struck me most about these recent posts is that all kinds of things go wrong when it comes to responding to a crisis...leaders may:
Not recognize there is a crisis.
Under-respond, under-react, avoid, or overall deny the existence of a crisis.
Be completely unprepared, as if they are only thinking about how to respond for the first time when the crisis is already in full swing.
Overreact, panic, and become overwhelmed.
Or, of course, respond from a thought-out, prepared, resilient place. Having high tolerance for uncertainty at times like these means that leaders are not shocked or overwhelmed. They have pre-existing schemas and emotional readiness which allows them to support people and businesses so the speed of recovering from unforeseen events is faster.
Obviously, no one can prepare for every contingency but here are some insights from Neuroscience about what we can do to set up flexible, more effective response patterns that will allow us to increase our tolerance to sudden, threatening changes.