The Human Edge: Resilience Beyond Data
In an era dominated by data, true innovation stems from human stories. Margaret Heffernan reveals how narrative, not metrics, drives creativity, resilience, and long-term success in uncertain times.
Thriving in this new era of uncertainty requires a shift from traditional approaches to embracing creative, more ‘human-centric’ attributes. In our Bonus Article we’ve built a downloadable checklist of the characteristics you need to cultivate in ourselves our teams to navigate through uncertainty and change.
1. Artist's Mindset - Think & Act Creatively
Self-Assessment:
[ ] I approach problems with curiosity rather than predetermined solutions
[ ] I'm comfortable starting projects without having all the answers
[ ] I regularly set aside time for unstructured thinking and observation
[ ] I persist through setbacks without guaranteed outcomes
[ ] I adapt quickly when circumstances change
[ ] I actively imagine new possibilities for our work
Team Development:
[ ] I encourage experimentation and "learning by doing"
[ ] I create space for team members to explore ideas without immediate pressure for results
[ ] I model comfort with ambiguity and changing direction when needed
[ ] I celebrate creative problem-solving, not just efficient execution
2. Human Connection - Build Social Capital
Self-Assessment:
[ ] I actively listen and show genuine interest in my team members as people
[ ] I demonstrate trust through my actions, not just words
[ ] I'm generous with recognition, resources, and opportunities
[ ] I know what motivates each person on my team individually
Team Development:
[ ] I create regular opportunities for informal team interaction (coffee chats, social time)
[ ] I ask team members to share personal interests and backgrounds
[ ] I facilitate cross-team connections and collaborations
[ ] I prioritize relationship-building as much as task completion
[ ] I measure and celebrate improvements in team cohesion
Subscribe
3. Voice & Dissent - Encourage Brave Conversations
Self-Assessment:
[ ] I ask open-ended questions that invite real discussion
[ ] I openly admit when I don't know something or made a mistake
[ ] I seek out dissenting opinions before making major decisions
[ ] I challenge my own assumptions regularly
Team Development:
[ ] I create "brave spaces" where people can disagree respectfully
[ ] I respond positively when team members raise concerns or questions
[ ] I actively ask for the "minority opinion" in meetings
[ ] I reward people who speak up about problems, even uncomfortable ones
[ ] I help quiet team members find their voice and contribute
4. Diversity & Difference - Leverage All Perspectives
Self-Assessment:
[ ] I recognise and value different thinking styles and approaches
[ ] I ensure all team members have equal opportunity to contribute
[ ] I actively seek input from people with different backgrounds and expertise
[ ] I understand how neurodiversity strengthens our team
Team Development:
[ ] I ensure meetings include voices from different levels and functions
[ ] I create multiple ways for people to contribute (written, verbal, visual)
[ ] I pair people from different disciplines on projects
[ ] I make accommodations to help all team members perform their best
5. Liberation Culture - Trust Over Control
Self-Assessment:
[ ] I delegate meaningful decisions, not just tasks
[ ] I focus on outcomes rather than micromanaging processes
[ ] I trust my team to solve problems without my direct oversight
[ ] I give up control when it helps others grow
Team Development:
[ ] I help people solve their own problems rather than solving for them
[ ] I understand each team member's individual strengths and growth areas
[ ] I remove bureaucratic barriers that slow down good work
[ ] I create systems that support autonomy rather than compliance
[ ] I measure success by team capability growth, not just task completion
Quick Self-Check: Am I Leading for This Era?
Red Flags (If you answer "yes" to these, recalibrate):
[ ] Most of my team meetings focus only on status updates
[ ] I rarely hear disagreement or challenging questions from my team
[ ] I know more about my team's work output than their individual motivations
[ ] People need my approval for most decisions in their area of expertise
[ ] I avoid difficult conversations or defer them indefinitely
Green Flags (Aim for "yes" on most of these):
[ ] My team regularly brings me new ideas and approaches
[ ] People feel safe admitting mistakes and asking for help
[ ] Team members collaborate across different roles and backgrounds
[ ] I learn something new from my team weekly
[ ] People make good decisions independently in their areas of responsibility
Remember: These qualities aren't just "nice to have" – they're essential for thriving in uncertainty. The most resilient teams and organisations are built on human connection, creative thinking, and distributed intelligence.
This moment illustrates a profound truth that business leader and author Margaret Heffernan has spent years studying: in our data-obsessed, hyper-measured business environment, the most powerful competitive advantages often emerge not from spreadsheets, but from the very human act of storytelling.
We’re now live on Substack!
Like this article? For more content on the power of storytelling as wells insights and free tools for leaders to help you build the storytelling muscle visit Storied. my newsletter on Substack
Simon Hardie is an author and founder of findexable - the digital analytics and insight platform. He co-hosts the Born to Disrupt podcast with Mingzulu and Disrupts
