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How to Manage in Ambiguity

People
Team Leadership
Senior Manager
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For leaders facing these times of change, new environments and just overall ambiguity, this Talk is one you don’t want to miss.

Gary Dirks, former president of BP Asia-Pacific and the president of BP China, shares his advice on managing in ambiguity.

WHAT YOU WILL DISCOVER

  • How to succeed in ambiguous environments when you’re leading a team.
  • Two questions to ask to re-ground yourself as a leader in times of ambiguity.
  • The most important message to give your team in uncertain situations.
  • The biggest problems that ambiguity can cause in a team and the three most important things for leaders to do about them.

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Resources

Gary Dirks

Gary Dirks

Dr. Dirks is senior director of the Global Futures Laboratory and LightWorks® at Arizona State University. He is also the Julie Wrigley Chair of Sustainable Practices and a professor of practice in the School of Sustainability and distinguished sustainability scientist.

Before joining ASU, Dirks was the president of BP Asia-Pacific and the president of BP China. In China, he grew BP from an operation with fewer than 30 employees and no revenue to more than 1,300 employees and revenues of about $4 billion in 2008.

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