{"id":739312,"date":"2026-05-05T16:01:41","date_gmt":"2026-05-05T13:01:41","guid":{"rendered":"https:\/\/eba.com.ua\/?p=739312"},"modified":"2026-05-05T17:04:37","modified_gmt":"2026-05-05T14:04:37","slug":"liderstvo-bez-garantij-yak-keruvaty-koly-pravyla-gry-postijno-zminyuyutsya","status":"publish","type":"post","link":"https:\/\/eba.com.ua\/en\/liderstvo-bez-garantij-yak-keruvaty-koly-pravyla-gry-postijno-zminyuyutsya\/","title":{"rendered":"[:ua]\u041b\u0456\u0434\u0435\u0440\u0441\u0442\u0432\u043e \u0431\u0435\u0437 \u0433\u0430\u0440\u0430\u043d\u0442\u0456\u0439: \u044f\u043a \u043a\u0435\u0440\u0443\u0432\u0430\u0442\u0438, \u043a\u043e\u043b\u0438 \u043f\u0440\u0430\u0432\u0438\u043b\u0430 \u0433\u0440\u0438 \u043f\u043e\u0441\u0442\u0456\u0439\u043d\u043e \u0437\u043c\u0456\u043d\u044e\u044e\u0442\u044c\u0441\u044f[:en]Leadership without guarantees: how to lead when the rules of the game are constantly changing[:]"},"content":{"rendered":"

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Olesya Ulyanova<\/h4>\n\t\t\t\n\t\t\t\t\t\t\t\u0421\u0415\u041e Telesens IT<\/span>\n\t\t\t\t\t<\/div>\n\t<\/div>\n\n

For a long time, we believed that management was about control, predictability, and the right answers. But today\u2019s reality is different. The market changes faster than strategies can be approved. Technology is reshaping business models every year. Teams work remotely, and the planning horizon has shrunk to a quarter. In such an environment, stability is no longer a prerequisite for leadership. Leadership is becoming the ability to make decisions without the full picture, without undermining trust and focus.<\/p>\n

The illusion of complete information<\/strong><\/h4>\n

The most common trap for a leader is to wait for enough clarity. \u201cLet\u2019s gather a little more data,\u201d \u201clet\u2019s wait for a signal from the market,\u201d \u201clet\u2019s hold another meeting.\u201d In a stable world, this is caution. In an unstable one, it\u2019s a loss of momentum. There will never be complete information. Trying to gather it often only creates the illusion of control. In my experience, the key question is different: do we understand the logic behind our actions? When a leader can explain the rationale behind a decision even with an incomplete picture, the team is ready to move forward. When there is no logic, even a hundred slides won\u2019t instill confidence.<\/p>\n

A solution as a hypothesis<\/strong><\/h4>\n

In a state of uncertainty, a decision is not a truth but a hypothesis with a review date. I\u2019ve seen companies get stuck because they were afraid of making mistakes. And I\u2019ve seen others move faster because they allowed themselves to adjust course. The phrase \u201cwe\u2019ll test this direction for 6 weeks\u201d alleviates the fear of making a mistake and provides a sense of control through the testing cycle. In this model, a leader doesn\u2019t cling to being right, but to the ability to adapt.<\/p>\n

Short strategic cycles<\/strong><\/h4>\n

Strategy no longer spans years. It operates in short cycles. The long-term horizon remains, but the path toward it is broken down into 90-day focus periods. This is the discipline of prioritization. When \u201ceverything is important\u201d at once, the team fragments into micro-initiatives. When 2\u20133 key areas are clearly defined, energy emerges. In \u201cAntimanager,\u201d I write extensively about personal and team focus <\/a>as a skill without which strategic endurance is impossible.<\/p>\n

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The permanent and the changing<\/strong><\/h4>\n

The team can handle changes in processes, but it cannot tolerate a lack of clarity regarding principles. In times of turbulence, it is especially important to articulate what remains unchanged: values, quality standards, ethical boundaries, and our approach to customers. I always come back to the question: what is non-negotiable for us? If the strategy changes but the principles remain\u2014the team adapts. If the principles change\u2014internal disintegration occurs.<\/p>\n

Transparency instead of the illusion of certainty<\/strong><\/h4>\n

In a crisis, it\u2019s tempting to project absolute confidence. But people are very good at detecting insincerity. It\u2019s better to say, \u201cWe don\u2019t have the full picture, but here\u2019s the reasoning behind our decision.\u201d Transparency builds trust more effectively than artificial optimism. Leadership today isn\u2019t about putting on a show; it\u2019s about thinking clearly and speaking your mind.<\/p>\n

Thought delegation<\/strong><\/h4>\n

In times of instability, centralized management becomes a bottleneck. A leader cannot be the sole source of analysis. Thinking must be delegated. This means creating a culture where people ask questions, propose alternatives, and take responsibility for a share of the uncertainty. Companies that survive turbulence are those with distributed thinking. This very idea runs like a thread through my books: developing team autonomy as a strategic advantage.<\/p>\n

Three tools that actually work<\/strong><\/h4>\n
    \n
  1. 3\u00d73 Decision Frame. <\/strong>Before making a difficult decision, the team answers three questions: what do we know for sure, what is an assumption, and what is a risk. Next, they identify three possible scenarios: optimistic, base case, and worst-case. This simple framework reduces emotional bias and helps structure uncertainty. It allows the team to act without the illusion of complete clarity.<\/li>\n
  2. 90-Day Focus Board. <\/strong>A single public document or dashboard with three strategic priorities for 90 days, success criteria, and responsible parties. Everything else is secondary. Once a month, there is a rigorous review: what to keep, what to remove. This disciplines thinking and reduces strategic noise.<\/li>\n
  3. After-Action Review without assigning blame.<\/strong> After every significant decision or release, the team answers four questions: what was planned, what actually happened, why it happened, and what we\u2019ll change going forward. It\u2019s forbidden to assign personal blame. It\u2019s allowed to analyze systemic errors. This tool fosters a culture of learning rather than a culture of fear.<\/li>\n<\/ol>\n

    These approaches don\u2019t seem revolutionary. But they work because they create structure where the external structure is unstable.<\/p>\n

    The leader’s inner stability<\/strong><\/h4>\n

    The hardest part isn\u2019t the market or the competition. The hardest part is managing your own anxiety. Uncertainty triggers the fear of losing control. If a leader doesn\u2019t work through this internal state, they begin to compensate for it with over-control or abrupt decisions. \u201cAnti-manager\u201d refers to a leader\u2019s inner resilience, because without it, no methodology works. A company can weather turbulence only to the extent that its leaders can withstand their own uncertainty.<\/p>\n

    Conclusion<\/strong><\/h4>\n

    Leadership without stability is not chaos. It is a disciplined way of thinking, transparency in decision-making, and the systematic development of autonomy. Today\u2019s strong leader is not someone who has all the answers, but someone who creates an environment where decisions are made quickly, reviewed without drama, and underpinned by trust. And this is not a one-time skill, but systematic work on oneself and the team. That is why developing managerial thinking is no longer an option, but a necessity for those who want to lead a company forward, even when the rules of the game change.<\/p>\n

    <\/p>","protected":false},"excerpt":{"rendered":"

    For a long time, we believed that management was about control, predictability, and the right answers. But today\u2019s reality is different. The market changes faster than strategies can be approved. Technology is reshaping business models every year. Teams work remotely, and the planning horizon has shrunk to a quarter. 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