Before COVID seems like an easier time. It likely was not, but it feels that way. The amount of complexity that surrounds us is tremendous and we as leaders must find a way to navigate today and the uncertainty that is yet to come.
The only true way to figure out how to navigate complexity is to experiment. Jean-Philipee Courtois (JP) shared one specific experiment he ran as his role went from managing sales for the country of France to managing sales for all of Europe, the Middle East, and Africa (EMEA).
JP’s team had grown significantly and it was no longer feasible to visit directly with all of the customers to understand their challenges. This was also a time when the economy was volatile. The complexity was high with high degrees of uncertainty.
JP’s experiment was to put “sensors” out in each of the teams across his new territory to enable a stream of information to reach him and allow him to make good decisions regarding customers and their challenges.
Despite the complexity and uncertainty, customers were thriving and JP and his teams were able to adapt to the needs of customers throughout the region.
At first reflection it feels like his experiment was an obvious one. We face challenges with similar complexity but do we attempt the obvious experiment?
What is the challenge you are dealing with that is complex? Can you try an obvious experiment like putting in “sensors” to better understand the environment?
Write down the first few things that come to your mind when you think about an experiment you can try to navigate your complexity and act on one of them.
