While the negative impacts of the current macroeconomic environment are clearly evident to most people, the market dynamics necessary for a sustainable recovery are difficult to identify and therefore are not readily apparent to most. By the time that most of us are convinced a recovery is indeed underway, such forces will have been at work for some time. It is this lack of certainty about the relative health of the economy that is preventing the positive business outlook that such a recovery depends on. In fact, just about the only certainty that exists for most is that the future is indeed very uncertain. This overall sense of uncertainty evolves from troubling developments in many aspects of life today in the United States: fear of terrorists, lingering economic malaise, hesitant investors, a highly volatile stock market, the credibility of our corporations, shrinking 401K plans, the demise of many technology businesses, etc. Clearly uncertainty abounds.

In times such as these, people always look for islands of security that can lend some sense of stability and predictability in the future outcome. Where there is certainty, even if it is found in odd corners, it evokes a measure of stability, and therefore a sense of purpose and determination. This phenomenon may explain employees' need for more leadership in these difficult times, to provide them with direction and a focus on activities where some level of certainty exists in the outcome of their efforts.

In an era of uncertainty, the antidote for the fear that it creates is certainty. What people want to believe is that a certain set of steps will result in concrete outcomes that will move them forward. In this environment, they want to be told what to do, and that if they do it - a certain outcome will occur. Such certainty will help drive away the fear, increase productivity, stimulate creativity and drive customer confidence; all which will help to drive new business and end the economic paralysis that typically accompanies uncertain times. Part of the reason for this behavior in uncertain times is that people don't want to take responsibility for actions that they think have a high probability of a negative outcome. Such uncertainty creates confusion about exactly what to do, which results in a crisis of confidence that is less present in more stable economic times. In the end analysis, it is the perception of stability and relative certainty as to outcomes that drives sustainable economic growth.

For NetMinds consultants, decision-making in such an environment is the inherent nature of our practice, as we assist clients through uncertain phases of their business development. Our strategy is often centered on instilling a prescriptive approach to making business decisions using the following doctrine: "Know. Think. Choose. Do." Employing this strategy creates a corporate mindset that is the antithesis of uncertainty. Applying this doctrine to your business decision-making, regardless of your company's level of maturity may be just what the technology and IT community needs in this time of uncertainty.

Know: The first step is to KNOW the current situation. This requires the assessment of the current state of affairs within an organization, and also of the market environment in which it operates. Many companies fail to take this critical first step, relying instead on the assumption that the environment they used to operate in still exists today, and therefore continuing to pursue simply refining and perfecting the same strategies and operational tactics they have used in the past. Without taking the time to reassess the current situation, the company may doom itself to the outcomes of faulty decision-making in a self-imposed environment of uncertainty.

Think: The second step is to THINK through the new information, applying critical analysis and thoughtful insight into developing viable options for action. If companies have a difficult time stopping to assess the situation, they will never succeed at critically analyzing the situation to formulate the best response. Clearly this is the core value proposition of management; if they don't stop and think critically through the options they face, then the failure of their enterprise rests squarely on their shoulders. Management must ALWAYS find the time to regularly stop and analyze its strategy against current market conditions, constantly considering alternate courses of action that will enable it to survive, and even thrive, in this era of uncertainty.

Choose: The third step is to CHOOSE a course of action from the set of options derived from your analysis. In the current environment, your leadership in reaching decisions at this point will carry more importance than ever. While the tendency may be to over-analyze, question assumptions, engage others in prolonged debate, or otherwise procrastinate to avoid making a "bad" decision, do not underestimate the value of timely action. In times of stress caused by increased uncertainty, management's role in facilitating decision-making throughout the organization is key to each corporation's survival and successful emergence from this technology down cycle. Encourage debate, yes. Try to achieve consensus from key staff, yes - and then effect a decision.

Do: The fourth and final step is to DO what is necessary to implement your decisions. In these uncertain times, procrastination (or worse, a lack of decisive action) has multiple negative consequences. Executing on the prescribed course of action and creating a sense of purpose and direction within the organization may in itself create positive momentum and successful outcomes by fostering a sense of certainty and accomplishment among your employees. Some organizations will choose to avoid the risk of failure by not following through with execution. Instead they will get caught in the "Deer in Headlights" mode and thereby seal their fate. Yes, the risk of failure is always there, but failure is much more of a possibility if you allow an environment of uncertainty to remain. Without a clear plan and a motivated workforce, fear will incapacitate your organization. If you allow that to happen, you can be certain that one of your competitors will use this environment of uncertainty to their advantage - making more certain that you will be the victim of their determined action in the marketplace. Take the final step, and to borrow from Nike - "Just Do It."

Net, net: "Know, Think, Choose, Do" - attributes of successful management that will help remove uncertainty and take your company to the next level in these difficult times.

Need help with driving certainty within your organization? Give us a call. NetMinds can help you understand