In recent weeks, while reflecting more deeply on strategic people management, I realized how much the role of leadership has changed (and continues to change) in today’s scenario. We live in a V.U.C.A world (Volatile, Uncertain, Complex, and Ambiguous), where the ability to anticipate changes and mobilize teams has become indispensable. It’s a very different context from what previous generations faced, even though some of us have experienced a bit of both worlds.
Throughout my professional experience, I’ve understood that leading goes far beyond managing tasks or planning scenarios. Leading is, above all, about mobilizing people and strategically developing talent. And more: managers who take human factors into consideration usually achieve better results.
One point has always caught my attention: in some projects, leaders with less technical expertise were more successful than those who were extremely specialized. The difference? Emotional sensitivity and flexibility. They were able to adapt to the team’s needs according to each situation—something close to situational leadership, which adjusts the management style to the level of maturity and autonomy of each employee. At the same time, they conveyed trust, recognition, and optimism, central characteristics of positive leadership, which focuses on enhancing strengths and cultivating a healthy and motivating environment.
As a more introverted person (or rather, ambivert), I ended up developing a keen eye for these aspects. In recent projects, I saw how connecting tasks to the team’s purpose and recognizing achievements fairly generated more motivation and, consequently, more productivity. This balance between results, strategy, and well-being became, for me, the essence of transformative leadership.
And it was at this point that David Ulrich’s 3 C’s of productivity gained strength in my learning:
Clarity: communicating goals and objectives clearly, transparently, and connected to purpose.
Capability: identifying competence gaps and offering continuous support and development for the team.
Commitment: fostering engagement, creating an environment of trust, and recognizing achievements fairly.
When combined with positive and situational leadership practices, these three pillars form a powerful set. The leader not only guides the team with clarity but also adapts their approach as needed in each moment and strengthens organizational culture with recognition and optimism.
At the end of the day, leading in a V.U.C.A world is not just about delivering results, but about building stronger, more engaged teams that are prepared for the future—balancing strategy, well-being, and human development.
