In today’s intricate business environment, characterized by volatility, uncertainty, complexity, and ambiguity (VUCA). Fear can arise a lot more when we feel uncertain about the next 3 to 24 months (economy, environment, talent, cybersecurity).

Decision makers are being faced with the demand for soft skills to be incorporated within their decision-making processes a lot more than previous decades.

Employees (including Gen Z) are demanding more human-centred working environments, and this includes emotional intelligence, empathy, and effective communication.

Being in the present when we are overloaded

With the amount of content that we come across has increased rapidly, and as our schedules can get filled up very quickly, we can lose track of what we are doing sometimes. So we are made to look at more efficient ways of working. 

One can be cutting people out and dropping connection with new people. And the other is  slowing down and to work in the present moment.

Through that slowing down can we use much more at our disposal. It allows us to absorb information actively, decipher nonverbal cues and nuances better, grasp subtext, and consider the broader context. The ability to discern connections not immediately obvious to others is pivotal.

A term “Think Slow to Move Fast” has been devised to put this in its context.

Decisions can be more deliberate, decision makers can grasp the nuances of situations, particularly amidst chaos or crises, and leaders can carefully assess the scenario and gathering real-time insights.

Integrating slowness into the daily schedule

When integrating soft skills into decision making, especially under pressure, it becomes particularly challenging for those who haven’t previously given much thought to emotional intelligence or being present in the moment, where some think this is woo.

The transportation to being in the moment lies in a number of methodologies: meditation, exercise and improvisation.