In today’s fragile disruptive, volatile, uncertain, chaotic, ambiguous, risky, and diverse (DVUCARD) environment, the role of a CEO has evolved significantly. No longer can leaders rely solely on traditional management strategies or financial oversight to guide their organisations through turbulent times. Instead, they must adopt a more people-centric approach, recognising the immense value of encouragement and emotional resilience in navigating the challenges of a fragile operating environment. The CEO must provide encouragement with a focus on using the pathway of Agile direction, vision, understanding, clarity, agility, resilience, and embracing diversity (DVUCARD) to address fragility in the environment. In this context, the CEO must transition from being a mere “Chief Executive Officer” to becoming a “Chief Encouragement Officer.”
“The CEO must provide encouragement with a focus on using the pathway of Agile direction, vision, understanding, clarity, agility, resilience, and embracing diversity (DVUCARD) to address fragility in the environment.”
Let us explore the need for CEOs to prioritise encouragement as a core leadership function, particularly in a DVUCARD world. It examines the key challenges posed by fragile operating environments and demonstrates how a CEO who focuses on encouraging, motivating, and empowering their teams can drive resilience, innovation, and long-term success.
Understanding the DVUCARD environment
The DVUCARD framework—Volatile, Uncertain, Complex, Ambiguous, Risky, and Disruptive—describes the characteristics of the global business landscape in which organisations must operate today. Technological disruptions, geopolitical instability, rapid market changes, economic uncertainty, and environmental crises are all defining features of the modern era. The COVID-19 pandemic, for example, exemplified the unpredictable and disruptive nature of this environment, causing unprecedented challenges for organisations across sectors.
In such an environment, leaders must respond quickly to changing circumstances, make critical decisions with limited information, and manage the diverse and evolving expectations of stakeholders. Traditional leadership models, which emphasise top-down control and hierarchical decision-making, are insufficient to address the fluid and fragile nature of this operating landscape. Instead, leadership must be agile, adaptive, and deeply attuned to the emotional and psychological well-being of employees.
The role of encouragement in leadership
In a fragile operating environment, one of the most powerful tools a CEO can wield is encouragement. Encouragement goes beyond mere praise; it is the act of providing support, confidence, and motivation to help employees face challenges and persevere through adversity. By fostering a culture of encouragement, CEOs can create an environment where employees feel valued, supported, and empowered to take risks and innovate.
Encouragement is particularly vital in a DVUCARD context for several reasons:
Employee morale and engagement: In times of uncertainty and disruption, employees are likely to experience heightened stress, anxiety, and fear of failure. A CEO who actively encourages their workforce can boost morale and maintain engagement, even during the most difficult periods. When employees feel encouraged, they are more likely to remain committed to the organisation’s goals and take proactive steps to overcome challenges.
Resilience and adaptability: Encouragement builds resilience. When employees know that their leader has confidence in their abilities and supports them in their efforts, they are better equipped to adapt to changes and setbacks. In a DVUCARD world, resilience is key to maintaining operational continuity and finding creative solutions to new problems.
Innovation and creativity: The fragility of the DVUCARD environment often necessitates innovative thinking and out-of-the-box solutions. However, innovation requires a certain level of psychological safety—employees must feel that they can take risks without fear of harsh judgment or retribution. A CEO who acts as a Chief Encouragement Officer cultivates this sense of safety, empowering employees to experiment, fail, learn, and ultimately succeed.
Building a culture of encouragement
To become an effective Chief Encouragement Officer, a CEO must actively foster a culture of encouragement throughout the organisation. This requires a combination of empathy, communication, and empowerment, as well as a commitment to supporting employees at all levels of the organisation. Here are some strategies for building such a culture:
Empathetic leadership: Empathy is at the heart of encouragement. A CEO must make an effort to understand the challenges, fears, and aspirations of their employees. This can be achieved by maintaining open lines of communication, listening actively, and demonstrating genuine concern for employee well-being. By showing empathy, the CEO reinforces the idea that the organisation values its people, even in times of uncertainty.
Celebrating small wins: In a DVUCARD environment, major successes may be few and far between. However, by celebrating small wins and recognising incremental progress, a CEO can keep employees motivated and focused. Publicly acknowledging the efforts of individuals and teams, even for minor achievements, can have a profound impact on morale and can sustain momentum during challenging periods.
Empowering decision-making: Encouragement is not just about words; it is also about actions that empower employees to take ownership of their work. A CEO can demonstrate trust in their team by delegating decision-making authority and encouraging employees to take initiative. When employees feel trusted to make decisions, they become more engaged and proactive in finding solutions to problems, even in the face of ambiguity and risk.
Leading by example: A CEO must model the behaviours they wish to see in their employees. By demonstrating a positive attitude, maintaining optimism in the face of uncertainty, and showing resilience in the face of setbacks, the CEO sets the tone for the rest of the organisation. When leaders embody encouragement and positivity, it cascades down through the ranks, fostering a culture of mutual support.
Encouragement as a driver of organisational resilience
In a fragile DUCARD environment, organisational resilience is crucial for long-term success. Resilience refers to an organisation’s ability to absorb shocks, adapt to changes, and continue to deliver value in the face of adversity. Encouragement, when embedded in the organisational culture, becomes a key driver of resilience.
A CEO who emphasises encouragement fosters a resilient workforce that is better able to navigate uncertainty. Encouraged employees are more likely to embrace change, remain flexible in their approaches, and collaborate effectively to solve complex problems. Furthermore, when employees feel supported, they are less likely to experience burnout or disengagement, ensuring that the organisation retains its talent and knowledge base.
Additionally, by building resilience through encouragement, the CEO can better position the organisation to capitalise on opportunities that may arise during times of disruption. Whether it is pivoting to new business models, entering emerging markets, or adopting new technologies, a resilient organisation is more agile and capable of responding to changes in the DVUCARD environment.
The Broader Impact: stakeholder confidence and organisational Reputation
The role of the CEO as a Chief Encouragement Officer extends beyond the internal workings of the organisation. A CEO who fosters a culture of encouragement can positively influence the organisation’s relationships with external stakeholders, including investors, customers, and partners. In times of volatility and uncertainty, stakeholders are looking for signs of stability and strong leadership.
When a CEO demonstrates that they are committed to supporting and empowering their workforce, it sends a powerful message about the organisation’s values and long-term vision. This can enhance stakeholder confidence and reinforce the organisation’s reputation as a responsible and resilient entity. Encouragement, therefore, becomes a tool for building trust and credibility in the eyes of external stakeholders.
In a fragile DVUCARD operating environment, the need for CEOs to become Chief Encouragement Officers is clear. By prioritising encouragement as a core leadership function, CEOs can empower their employees to navigate uncertainty, drive innovation, and build resilience. Encouragement fosters a culture of trust, collaboration, and creativity, enabling organisations to thrive even in the face of volatility and disruption.
The transition from Chief Executive Officer to Chief Encouragement Officer is not just a change in title—it represents a fundamental shift in leadership philosophy. In today’s complex and rapidly changing world, the most successful CEOs will be those who recognise the power of encouragement and who are committed to leading with empathy, optimism, and empowerment. Through this approach, CEOs can guide their organisations through uncertainty and ensure long-term success in the fragile DVUCARD world.
Professor Lere Baale is the Chief Executive of Business School Netherlands International in Nigeria and the Regional Partner of HOWES – CMOE Inc. USA for Africa & the Middle East. A passionate expert in Agile Digital Transformation and AI, he specialises in EduTech and Digital Health to drive transformative change.
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