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Carl Fink is product development manager for DeskShare.

Carl Fink

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What makes this world so complex? Is it globalization with all the information we are bombarded with daily? Or is it the sheer number of interconnected relationships across the world? In many ways, it’s both and so much more.Not only are leaders constantly pressured to make decisions with incomplete information, but they also have to face the flow of information from their teams to the global world. Nothing is secret anymore and customers and shareholders make judgements based on information, hearsay, and more.How can leaders navigate this minefield?The Both/And MindsetAs this newspaper article on how today’s complexity is different explains, we no longer have a focal point in today’s decisions. Moreover, no one can fully understand the multiple interrelations in our complex system. Naturally, this makes most leaders nervous, and a normal reaction is to try to hold onto the familiar. So, many try to break problems down into parts and solve them in isolation.In fact, as this HBR article on How Successful Leaders Think says, a wiser approach is to look at a problem holistically. That means getting as many of the parts together to see how they all fit.Wisdom then lies in the ability to step back and see connecting patterns that can drive innovative solutions.A useful way to think of this is by adopting a both/and mindset.A both/and mindset instead of an either/or approach allows for innovative solutions:Complex systems often hold conflicting demands. Linear thinking can push us to, for example, prioritize individuals over teams or cost over quality. Alternatively, analyze the bigger picture and reflect on all possible cause and effect loops.Let go of either/or thinking. Sometimes it’s tempting to choose cost over quality, but instead, shift your mindset to leverage the benefits of both sides.Practice observing multiple truths. As people, we are all different, but deep down, we are the same. So, practice finding the common ground in all viewpoints.Nurture Empathy As we explained in our blog on how to stop failing at leadership development, leadership isn’t about just building competencies in one person.Today’s leadership development needs to cover both relational and individual aspects. That means giving current and future leaders stretch experiences—new ways of making sense of them and strong diverse networks, as explained in this paper on vertical development.As leaders then mature and evolve away from black and white thinking, they understand themselves better, which leads to greater empathy. Gradually, they gain the ability to hold conflicting stakeholder views more easily.They therefore become more intuitive in leveraging the minds and abilities of those around them to transform conflict and uncertainty into beneficial solutions for all.Nurture empathy and deep understanding to create interdependent teams that drive decisions:Balance emotions and thoughts. As neuroscientist Antonio Damasio demonstrated, the best decisions come from combining both logic and emotions. Leaders need to connect and listen to both.Connect with diverse networks—the more backgrounds we interact with, the more our empathy grows as we gain a wider understanding of the human condition.Explore the ego’s impact. Book clubs, the new corporate classroom, are a powerful way to explore both the ego and decision making for the greater good. Read this paper on transforming organizations through books to learn more.Final Thoughts on Supporting Leaders in Decision MakingAs the world becomes more systemic, we too must operate more systemically. Wise leaders know they don’t know everything, so they tap into the collective wisdom to gather all the parts. From there, they look for the big picture and potential solutions.Together, we can all let go of either/or thinking and move into both/and thinking, where we explore the gray of the world.As such, we need to connect with diverse people whilst deeply exploring the ego’s needs and how it affects our decisions. Let’s also remember to tune into empathy and our sense of playfulness.Or as Carl Jung would say, “the creation of something new is not accomplished by the intellect but by the play instinct acting from inner necessity.” And after all, decisions create something new.

How Leaders Can Better Deal With Increasing Complexity 

February 2021 - TD Magazine

Companies are fine-tuning the traditional talent strategy in the new skill economy.

The Blurred Lines Between Build, Buy, Borrow

As president and global head of corporate learning, Andrew Temte, CFA, spearheads Kaplan’s efforts in helping employees remain relevant in the future world of work, as well as in helping companies continuously improve by attracting the right talent and upskilling and reskilling their workforce. In this capacity, he oversees and leverages assets, capabilities, and talent across Kaplan’s global footprint—throughout the US, UK, Australia, Singapore, the GCC, and Hong Kong.A thought leader on issues related to professional education and workforce skilling, Temte has been published and cited in numerous media outlets. Previously, he served in the following professional positions: CEO of Kaplan Professional, dean of the Kaplan University School of Professional and Continuing Education, interim president of Mount Washington College, and president of the Kaplan University College of Business and Technology. This blend of higher education and professional education experience gives Temte a unique perspective over the issues surrounding the future of employment and workplace relevance. He started his professional education career in 1990, working with Carl Schweser to build the Schweser Study Program into the leader in CFA exam review. Under Temte’s direction, Kaplan Schweser became a leading global provider of innovative, efficient, and effective financial education solutions.Temte earned his doctorate in finance from the University of Iowa with a concentration in international finance and investment theory. He has more 14 years of university teaching experience in the areas of corporate finance, investments, and international finance.

Andrew Temte

September 2018 - TD Magazine

Level Up Your Instructional Design Skills

Two New Marketplaces for ESuppliers Health Care and Financial Services

Cary Bailey-Findley is head of learning and organizational development at Maersk Line.

Cary Bailey-Findley

Summer 2017 - CTDO Magazine

Sufficient resources and executive support couldn’t keep this sales training program afloat.

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