Uncertainty is unavoidable. As an executive, you need to be prepared to lead your organization through murky waters, but doing so requires getting in the right mindset. Here are my six tips to help you shift your perspective:

1. Embrace the discomfort of not knowing. Move from a “know-it-all” to a “learn-it-all” mindset. You don’t need to have all the answers you just need to ask the right questions.
   
   
2. Distinguish between “complicated” and “complex” issues. They require different solutions.
   
   
3. Let go of perfectionism. Instead, aim for progress, expect mistakes, and recognize that you have the ability to continually course correct as needed.
   
   
4. Resist the urge to oversimplify and come to quick conclusions. Take a disciplined approach to understand both the complexity of the situation and your own biases.
   
   
5. Don’t go it alone. Connect with your peers who have their own set of experiences and perspectives to draw from.
   
   
6. Zoom out. Taking a broad, systemic view of the issues at hand can reveal unexamined assumptions that would otherwise be invisible.

Most likely your Corporate Culture has suffered during the last few years. While a lot of companies have tried to keep connected by finding fun ways to gather virtually, nothing really can replace the face-to-face water cooler conversations of years past. When the pandemic began, we thought we were biding time until we could return to in-person work. Now, it’s broadly accepted that a return to in-office work really means hybrid work where some employees will work remotely for the foreseeable future.

On the one hand, that’s great news for inclusion and flexibility for employees as well as for companies like mine that build the tools that enable our work-from-anywhere lives. On the other hand, as an executive overseeing distributed employees who are working hard on our next big thing (and the next and the next), I’m viscerally aware that nothing rallies the troops more than when we rally each other in person.

No video meeting can replace the energy in a room full of people brainstorming to come up with innovative solutions together! Even though that same synergy may feel out of reach across virtual time and space, there are plenty of ways in which business leaders can foster culture, celebrate people, and strengthen connections to make the corporate culture better today than ever. Here are my three ideas for how to level up our attention to culture in this distributed, virtual world.

1. Build a sense of importance during this time of constant change.
   
   The “Great Resignation” is real, and it’s affecting every company. As fresh talent joins a company, they bring different experiences, perspectives, and ways of doing things with them, too, creating a mélange of old ways and new ways. Being open-minded to new ideas will help both companies and people to advance. Insisting that “we’ve always done it this way” might block opportunities for new and better ways of doing things. It’s good to shake things up from time to time! In any growth-minded organization, the only thing constant should be changed.
   
   It is best if change feels like an intentional, participatory event rather than something that staff is inevitably forced to accept. One way to make all employees feel like they are included in conversations about change is to include them in decisions that affect them. That seems like a no-brainer, but we all have been on the receiving end of a list of deliverables from a meeting that we didn’t attend. That feels siloed, disconnected and even a bit inconsiderate. Somehow, even in virtual space, we all still have too many meetings, and it’s all the more important for attention still to be paid to who is (and isn’t) around the table. Especially with new staff and new management, the only way we’re all going to get to know each other is by intentional, considered interactions. Now is the time to include, not exclude.
   
   
2. Foster diversity and inclusion in both old and new ways.
   
   Speaking of inclusion, who’s around your meeting table? Diversity and inclusion aren’t just about gender and race, which remain important, of course. But the diversity of experience, representation across hierarchies, and consideration of cross-departmental impacts all matter, too.
   
   Where culture breaks down is when it isn’t inclusive—and broadly inclusive at that. Having the right mix of experience at the table when tackling a problem enables newer staff to learn and longer-term staff to teach, and vice versa. Count me among those who have learned a great deal from even the greenest new staff. I can do that because we’re at the same table.
   
   There needs to be room for staff to be able to join meetings that they’re curious about, too, ones that touch on their purviews even tangentially. Imagine inviting—not requiring—staff to attend some meetings by sharing that “your voice is welcome at the table.” That’s not just inclusive; it’s flattering. There is a valuable, positive cultural impact to gain from helping all players on the team to see that they are part of shaping the future of the company. After all, it’s their future, too.|
   
   
3. Empower employees to drive the outcomes they want.
   
   With new staff joining frequently, I’m noticing more and more comments from existing staff like, “We tried that before, and it didn’t work.” I push back, asking questions like, “Why do you think it didn’t work?” and “What haven’t you tried?” My favorite is “How do you think we can do things differently so that the desired outcome is attained?”
   
   I don’t want my staff to take no for an answer (well, not necessarily), and I don’t want them simply to seek approval. I want them to pave the way toward their (our) goals. Empowering staff to see things through, to try to figure things out differently, and to engage in innovative thinking encourages ownership and creates new synergies. Their success depends on their ability to make things happen in partnership with others in the company. Instead of an employee carrying out a function, they’re stakeholders carrying out a shared mission. That’s what’s at the heart of any great corporate culture: dedication to a shared purpose.
   
   Even though we’re not often together around a real table anymore, by building a sense of importance, fostering inclusion, and empowering each other—plus by working together as much as possible in new and varied ways—we can become more tight-knit and more supportive of each other in virtual space. Feeling part of a team fosters the highest sense of belonging, purpose, and loyalty. This is the way forward with less attrition and more intention, which makes any company’s culture more vibrant and desirable for those already there and for those who have yet to arrive.

We all know networking is important to business and developing more meaningful, long-term relationships bring benefits beyond networking.

The Mindset of a Long-Term Relationship

When you meet people, you will know long-term, you take more time to listen, give a bit more effort, and go out of your way to find commonalities.
When you develop a long-term relationship mindset, you create more meaningful connections. “Treat each employee relationship as if it’s going to be permanent,” says Marty Fukuda of Entrepreneur. “This is the difference between a summer fling mentality and a committed bond. If you believe you will be working in the same office with an individual for the next several decades, you probably will take more care in crafting a meaningful relationship.”

Long-Term Relationships Build Trust by Having the Other’s Best Interests

If you think of relationships as long-term, your behavior may change. For example, you will want to look out for the other person’s best interests, knowing you will interact in the future. Practically, this may mean investing more time in training someone. You may listen to remember a hometown or the name of someone’s spouse, know you will follow up on this connection in the future.
In contrast, a short-term relationship mindset may mean falsely influencing someone to buy something not needed to make a quick sale or having a cursory conversation out of mere obligation.
Playing the “long game” with someone is a good business strategy. “To be successful in sales you have to play the long game,” says advertising entrepreneur Chelann Watt. “It’s about understanding how your avatar thinks and the moves they make. Because at the end of the day, money is a trust currency. You don’t just hand over your hard-earned money to strangers. There needs to be a level of trust built between you and your client so that when the time comes for them to be making those big decisions, you are the clear, trusted choice.”

Meaningful Social Connection Leads to Personal Happiness

Besides networking, developing meaningful, long-term relationships has health and happiness benefits.

For her bestseller, The Happiness Project, author Gretchen Rubin spent a year of her life researching what makes people happy. And hands-down, across the globe, one of her biggest findings is the importance of meaningful social connection. “Studies show that if you have five or more friends with whom to discuss an important matter, you’re far more likely to describe yourself as ‘very happy,’ says Rubin. “Not only does having strong relationships make it far more likely that you take joy in life, but studies show that it also lengthens life (incredibly, even more than stopping smoking), boosts immunity, and cuts the risk of depression.”

Here are a few practical tips for building long-term relationships:
Spend quality time with people by showing up to lunches and social activities
Offer support to other people in times of adversity. Go to a party, a wedding, or a funeral, visit a newborn baby or stop by someone’s desk.

Go to groups-connecting over shared interests builds connection.
Consider remembering birthdays or using social media to praise someone’s work, send personalized holiday cards, pick up the phone or send a thoughtful text.

So much of our personal and professional lives are measured by the happiness we experience in our relationships. Our network is only as valuable as the time we put into these relationships.

Much of an executive’s workday is spent asking others for information—requesting status updates from a team leader, for example, or questioning a counterpart in a tense negotiation. Yet unlike professionals such as litigators, journalists, and doctors, who are taught how to ask questions as an essential part of their training, few executives think of questioning as a skill that can be honed—or consider how their own answers to questions could make conversations more productive.

That’s a missed opportunity. Questioning is a uniquely powerful tool for unlocking value in organizations: It spurs learning and the exchange of ideas, it fuels innovation and performance improvement, it builds rapport and trust among team members. And it can mitigate business risk by uncovering unforeseen pitfalls and hazards.

For some people, questioning comes easily. Their natural inquisitiveness, emotional intelligence, and ability to read people put the ideal question on the tip of their tongue. But most of us don’t ask enough questions, nor do we pose our inquiries in an optimal way.

“Be a good listener,” Dale Carnegie advised in his 1936 classic How to Win Friends and Influence People. “Ask questions the other person will enjoy answering.” More than 80 years later, most people still fail to heed Carnegie’s sage advice. When one of us (Alison) began studying conversations at Harvard Business School several years ago, she quickly arrived at a foundational insight: People don’t ask enough questions. In fact, among the most common complaints people make after having a conversation, such as an interview, a first date, or a work meeting, is “I wish [s/he] had asked me more questions” and “I can’t believe [s/he] didn’t ask me any questions.”

Why do so many of us hold back? There are many reasons. People may be egocentric—eager to impress others with their own thoughts, stories, and ideas (and not even think to ask questions). Perhaps they are apathetic—they don’t care enough to ask, or they anticipate being bored by the answers they’d hear. They may be overconfident in their own knowledge and think they already know the answers (which sometimes they do, but usually not). Or perhaps they worry that they’ll ask the wrong question and be viewed as rude or incompetent. But the biggest inhibitor, in our opinion, is that most people just don’t understand how beneficial good questioning can be. If they did, they would end far fewer sentences with a period—and more with a question mark.

Dating back to the 1970s, research suggests that people have conversations to accomplish some combination of two major goals: information exchange (learning) and impression management (liking). Recent research shows that asking questions achieves both. Alison and Harvard colleagues Karen Huang, Michael Yeomans, Julia Minson, and Francesca Gino scrutinized thousands of natural conversations among participants who were getting to know each other, either in online chats or on in-person speed dates. The researchers told some people to ask many questions (at least nine in 15 minutes) and others to ask very few (no more than four in 15 minutes). In the online chats, the people who were randomly assigned to ask many questions were better liked by their conversation partners and learned more about their partners’ interests. For example, when quizzed about their partners’ preferences for activities such as reading, cooking, and exercising, high question askers were more likely to be able to guess correctly. Among the speed daters, people were more willing to go on a second date with partners who asked more questions. In fact, asking just one more question on each date meant that participants persuaded one additional person (over the course of 20 dates) to go out with them again.