President's Message: Leading in Challenging Times

Dr. Margaret Schneider, PhD, FSBM, SBM President

As we enter a new year, many of us are actively navigating the shifting policies and practices related to COVID-19 while managing our own and our families’ ongoing strains related to the impact of remote work, political instability, unpredictable and dramatic weather events, and longstanding social inequities.  It is a challenge!  And beyond crafting our own pathways to success many of us are tasked as leaders to inspire and motivate others within our organizations to stay positive and productive. 

Last November, the Society of Behavioral Medicine Board of Directors gathered (in person!) in Milwaukee and shared our experiences of leading during challenging times.  To organize the conversation, we used a framework developed in the business world for discussing how to lead in times of volatility, uncertainty, complexity, and ambiguity (i.e., VUCA times). The result of our conversations is a one-page summary of strategies that may be helpful when faced with these different types of challenges.

At first glance, you might think that the distinctions between these different types of challenges is academic, and in fact our Board members did spend a fair amount of time parsing these definitions.  In the end, though, we were able to view them as distinct and as amenable to different leadership strategies.

Volatility.  The most obvious example of a volatile challenge is the stock market, but in the academic environment the unexpected shut-down of in-person meetings followed by rapidly shifting policies is a relevant example of volatility.  Challenges related to a volatile situation are best confronted by seeking out information, engaging with one’s network, and communicating clearly and honestly.  Investing in resources ahead of time and having the flexibility to relax usual processes and red tape are very useful strategies in these situations.  The rapid shift from in-person meetings to virtual meetings in the early stages of the pandemic is one example of a successful strategy.  Leaders who were already skilled at using virtual platforms were in an advantaged position to make this transition smoothly and departments that had invested in virtual learning platforms were well-positioned to support this shift.  Flexible testing and grading policies gave instructors the support they needed to adapt and gave students options that could be personalized to their situations.

Uncertainty.  The hallmark of uncertainty is a lack of information.  Uncertainty is embodied in the changing priorities of funders who support our research  Those of us who rely on grant funding are accustomed to framing our proposals to align with the funding priorities, but when funders signal a pending shift in priorities prior to releasing detailed information, it can be destabilizing for the grant-writing team.  Transparent communication and empathy are critical leadership characteristics in uncertain times.  Acknowledging that the situation is not within our control and sharing a plan to mitigate risks will help teams remain productive during times of uncertainty.

Complexity.  Sometimes we have all the facts, but the volume of information is overwhelming to process.  In a research context, many of us have faced challenges of complexity related to an over-abundance of data from multiple sources.  Effective leadership under conditions of complexity is characterized by delegating tasks, breaking tasks into manageable steps, and bringing in experts (for example in complex data analysis) that may not already be on the team.

Ambiguity.  Another type of challenge may occur when we operate in a context of ambiguity; when causal relationships are unclear or when there are no precedents to guide decision-making.  In a rapidly evolving digital landscape, ambiguity is inherent in the process of adopting new digital technology tools to support research and interventions.  To meet these challenges, we can learn from our industry partners about cultivating an environment that values experimentation and embraces a willingness to learn from null results.

Effective leadership during VUCA times not only keeps our teams productive and motivated but also has the potential to mitigate the impact of these challenges on health and well-being.  Not included in this business-oriented model of leadership, but recognized by behavioral medicine professionals, is the critical element of providing a supportive work environment that enables each member of the team to pursue personal wellness while also contributing to team goals.  As we move through this new year, I send out to our membership my hope that SBM provides this supportive environment and that your engagement with our society brings you both personal and professional fulfillment.