Rebecca Homkes, a high-growth strategy specialist and CEO, dives into navigating organizational survival mode amidst rising uncertainty. She challenges the misconception that uncertainty is solely detrimental and discusses the dangers of executive overconfidence in predictions. Homkes emphasizes the need to shift from rigid planning to adaptive strategies, encouraging leaders to ask critical questions that promote growth. She highlights the honesty often found in survival mode, which can lead to valuable learning opportunities and better decision-making.
34:43
forum Ask episode
web_stories AI Snips
view_agenda Chapters
menu_book Books
auto_awesome Transcript
info_circle Episode notes
insights INSIGHT
Reframing Uncertainty
Leaders often frame uncertainty as inherently negative, hindering opportunity recognition.
Reframing uncertainty as a series of potential events, good or bad, improves decision-making.
volunteer_activism ADVICE
Survival and Thriving
Avoid viewing "survive" and "thrive" as opposites; embrace survival mode as part of a continuous growth loop.
Design your business model to endure, regardless of market fluctuations, for sustained success.
insights INSIGHT
Overconfidence in Predictions
Executives tend to overestimate their predictive abilities, clinging to decisions to justify past actions.
Organizational systems often reinforce this by rewarding adherence to plans, hindering adaptation.
Get the Snipd Podcast app to discover more snips from this episode
Rebecca Homkes: Survive, Reset, Thrive
Rebecca Homkes is a high-growth strategy specialist and CEO and executive advisor. She is a Lecturer at the London Business School, Faculty at Duke Corporate Executive Education, and Advisor and Faculty at the Boston Consulting Group focused on AI and Climate and Sustainability. She is the author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times*.
Uncertainty seems to be more and more the norm. Sometimes, that leads an organization into survival mode. If that’s where you are now, this conversation is the roadmap for what to do next.
Key Points
We default to the assumption that uncertainty is unequivocally bad.
Executives are often overconfident in their ability to predict the future and get tied into patterns that reward following the plan.
We tend to adopt the first explanation we hear that makes sense instead of examining our beliefs.
Make good decisions even when you cannot make good predictions.
Avoid attempting to predict the end state. Stop planning and start preparing.
People are often most honest when in survival mode, opening up opportunity for learning and growth.
Ask these two questions: What could break us? What could make us?
Resources Mentioned
Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times* by Rebecca Homkes
Interview Notes
Download my interview notes in PDF format (free membership required).
Related Episodes
The Way to Make Better Decisions, with Annie Duke (episode 499)
Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644)
How to Handle High-Pressure Situations, with Dan Dworkis (episode 701)
Discover More
Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
Coaching for Leaders 