Navigating towards outcomes, via uncertainty

Monday was a public holiday in New Zealand: King’s Birthday is the selected day in most British Commonwealth countries on which the birthday of the reigning monarch is celebrated. The day dawned fine, so the decision was made to walk around the Waikareao Estuary, a tidal body of water about eight minutes drive from home. The 8.3km track is flat, with wide gravel paths and steady boardwalks, offering easy walking and plenty of room for runners, cyclists and walkers.

With the main decision of the morning made, the only remaining ones were, “Which direction?” and "Coffee stop?" Clockwise, starting at the southern end, and Yes, at the northern end near the bridge.

Our intention was to walk and talk; to reflect on events over the past couple of weeks; to check-in on upcoming commitments; and, importantly, to dream about the future. And that we did. The walk was refreshing, for the only ‘agenda’ item was to ‘be’: to enjoy the morning and, eventually, return to the car. Along the way we walked; we talked; we stopped; we enjoyed the views; we took a few photographs; we watched birds wading; we read signage; we stepped to the side as family groups rode past; and, having returned to the car, we realised we had not only achieved our goal, we had enjoyed ourselves too. (We also noticed no one actively reading their social feeds or anything like that!)

Contrast this vignette with how modern society tends to work: We feed on knowledge; we cram our days (as if busyness signals progress); we live connected; we chase the clock; and we strive to solve problems. Ultimately, we crave knowledge and certainty—what to do, who to meet, where to go, how to get there. This, despite humanity’s poor record forecasting what might happen tomorrow, much less next year or next century.

Not-knowing is hard for directors. But boardwork, like leadership and life itself, is not about having all the answers. It is about creating the conditions where better questions can surface and be explored. Uncertainty can be the start of something real, as the author of this article attests. ​When was the last time your board took time out dwell amidst ambiguity and uncertainty; to strategise; even to dream?