August has been a gift this year, but it is also a reminder. Manchester has been basking in sunshine (until this week), with temperature well above the seasonal average, and while it was the perfect backdrop to celebrate my birthday on the penultimate day of the month, it also underlines what we all know: climate change is fact, not opinion. The science is there, the shifts are clear, and while it is easy to enjoy a summer of warmth, it also reminds us that consistency and adaptability are now required traits, not optional ones. This same truth applies to leadership in a world defined by volatility, uncertainty, complexity and ambiguity – the infamous VUCA.

VUCA is not just an academic acronym. It isn’t something far removed, relegated to discussions in global news cycles or international conferences. It is here, now, close to home. It shapes how businesses operate, how teams feel, and how individuals decide to show up each day. I see it in Manchester, where my home and professional network is rooted, and I feel it through my connections in London and across the world. When economies fluctuate, when industries pivot unexpectedly, when new technologies surge and others become obsolete overnight, it is VUCA in action. The challenge is not to escape it, but to adapt within it.

Consistency is the route to success, but it’s important to define what consistency means. Too often, leaders equate consistency with rigidity – repeating the same processes, enforcing the same structures, holding on to past successes as though they guarantee future ones. But consistency doesn’t mean doing the same thing regardless of circumstance. It means aligning to values, creating stability through clarity of purpose, and making decisions that are grounded in vision rather than short-term reaction. It means that even when the world feels unsteady, people know where you stand and what you stand for.

Of course, consistency can also be misunderstood. Doing the wrong things for the wrong reasons with unflinching determination is still a form of consistency, but it is one built on misalignment and risk. Just because one person thinks something is best does not make it so. Leadership in VUCA requires constant value alignment – making sure that what we do, and how we do it, reflects not just what feels comfortable, but what is right, sustainable and aligned to long-term goals. In practice, that means stepping back often enough to ask: are we consistent in a way that builds trust and resilience, or consistent in a way that blinds us to change?

This is where adaptability comes in. Adaptive leadership is about holding fast to purpose while flexing the path to get there. It requires diagnosing the system, understanding the deeper dynamics that are driving change, mobilising people to take ownership of solutions, experimenting in small, agile cycles, and maintaining resilience in the face of inevitable setbacks. Adaptability is not a lack of discipline – it is disciplined flexibility. It gives people confidence that while things may change, the core direction and the values underpinning decisions remain true.

I see the impact of uncertainty across regions and cultures in my role as a global business and technology leader. In some countries, uncertainty leads to intensity and urgency, with people working harder, faster, more determined than ever to prove their worth. In others, it breeds caution, hesitation and disengagement, as people hold back for fear of making the wrong move. In all cases, it affects confidence – confidence in contributing fully to an organisation, and confidence in finding other work if needed. These are not small impacts; they affect how organisations grow, retain talent and innovate.

At the same time, we live in an era where protests and moral courage are more visible than ever. People are standing up for what they believe in, often at personal risk, against issues that feel outrageous and unjust. Yet, it feels harder than ever for leaders to have and share opinions, for fear of alienating or falling out with someone. The paradox is real: in calmer times, voicing views feels safer because the stakes are lower. In volatile times, silence can feel like a shield. But as leaders, our responsibility is not to shy away from difficult positions. The role is to tread the fine line between expressing values with courage and creating inclusive environments where diverse views can coexist.

Some people thrive on chaos. They enjoy the disruption, the unpredictability, the adrenaline of volatility. But leadership is not about indulging in chaos; it is about reducing it. Leaders exist to create environments where people can focus, grow and perform. That doesn’t mean removing all uncertainty – which is impossible – but it does mean giving people stability, clarity and care amidst it. It means showing consistency not through rigid control, but through grounded, human leadership.

In practice, this means adopting what some call VUCA 2.0: replacing volatility with vision, uncertainty with understanding, complexity with clarity, and ambiguity with adaptability. It means embedding trust through openness and participation, not command-and-control. It means being willing to make bold decisions while explaining the values behind them, so that even if not everyone agrees, they understand and respect the reasoning. It also means embracing models like agile leadership, where leaders empower teams to self-organise, learn quickly, and adapt without losing sight of collective goals. The most successful leaders do not just direct – they co-create, they listen, they build systems of trust that thrive under pressure.

There is no single formula for leading in a VUCA world. What works in one region may fail in another. What motivates one team may dishearten another. But there is a common thread: consistency rooted in values, adaptability rooted in courage, and leadership that reduces chaos rather than amplifying it. In this environment, uncertainty is not just a threat – it is also opportunity. But that opportunity is not equally distributed. Only those able to recognise it, align their values, and adapt with clarity will truly seize it. Leadership in this context is less about heroics and more about stewardship – guiding people through storms, not pretending the storms don’t exist.

As I reflect on the last month, the heat of August and the reality of climate change remind me that the world is shifting faster than we sometimes want to admit. The protests, the tensions, the sense of unease are signs of deeper systemic change. And while that can feel unsettling, it is also a call to action. As leaders, we are not here to watch from the sidelines. We are here to act with vision, with care, and with consistency that gives others the courage to contribute. When others do not lead, we must. When the world feels strange, uncertain and divided, leadership is about creating the space where people can still grow, still succeed, and still believe in a better future. And above all, we must remember this truth: being a leader is not about a title. It is about role-modelling and taking action, every single day, in ways that others can see, feel and trust.