LEAD AUTHENTICALLY, CLARITY IN COMPLEXITY,
CONFIDENCE IN UNCERTAINTY, IMPACT IN AMBIGUITY
It’s our name for the conditions most leaders have to operate in. Uncertain Contexts offers a practical and experiential alternative to leadership programmes. We help people operate effectively in uncertain, complex contexts. It’s none of the things you’d expect because the things you’re supposed to do don’t work.
“I was expecting prescriptive theory.
I got time to really think about my work. I got to understand how others do it, I got a group of peers who can now support me.”
Your organisation’s culture is the operating system that everything else runs on. It’s shaped through behaviours and narratives, systems and processes, and non-verbal symbols.
The environment your organisation operates in is experiencing higher rates of change, higher volumes of work, and increasing complexity.
To be effective we need to understand and help others understand our context. To change things we need to learn to do things differently through practical experimentation.
We provide training, mentoring and structured space for reflection to support understanding, communication, and strategy. Together we plan and predict then apply, then review, reflect and plan again, building competence as we go.
Uncertain contexts is for established leaders and their management teams to support them in shaping effective behaviour and culture change in their people.
It is for new and emerging leaders coming to terms with roles that require them to work through others for the first time.
It is for change agents who find themselves being asked to deliver complex work without formal authority or resource.
Uncertain contexts helps to equip people with the skills they need to survive and thrive in complexity.
Programmes are customised to match the context.
A backbone of monthly 121 mentoring sessions provides space for coaching and reflection, consolidating learning in the role.
Full and half day modules can be used for intensive training, team engagement and planning.
Teams and peers are drawn into the programme to help gather feedback and support practical delivery. The way this is experienced helps form a new operating system.
The programme becomes symbolically significant: resetting expectations for behaviours, culture and the social contract with staff.
Very positive! It was a chance for me to take an honest look at what my role is and what I can do better, and to have some space to think about how I fit in and how I can be more effective. Plus the “group therapy” nature of the first part of the session was quite comforting.
I was good to get to know the others in a relaxed environment. The network mapping exercise was really useful, as was explaining your role in more detail. The most useful element was critically examining a live project to see practical examples of the challenges we face.
Participants at King’s College London