Most people love black and white.  By drawing clearly delineated borders around the many conceptual elements that make up the world we live in, we are able to better organize our thoughts.  These clearly defined lines guide us through the thousands of decisions we need to make, from the most simple day-to-day “what should I wear?” type decisions, to the most complex, strategic and life changing decisions that we face a few times in our lives.

The human mind uses frameworks and references to make sense and work through the many complexities that all of us have to face daily.  In developing these frameworks, people naturally seek clear definitions, rules and guidelines.  This does not mean that people necessarily like these definitions, rules and guidelines, especially the ones that are established by others and forced on them.  However, having these rules-based frameworks in place gives people a certain level of comfort, reducing anxiety, and making it easier to cope with complexity.  Black and white is easy.  Black and white is comfortable.

The problem with black and white is that it can be paralyzing.  The term “analysis paralysis” is made in reference to this factor.  Have you ever been in a situation where people get so caught up in arguments around terms and definitions that they lose sight of the higher purpose and never arrive at a conclusion or decision?  How about the never ending search for additional data because the information currently available is never sufficient to make the right decision?  You've probably been there.

In contrast, notice how successful people and people in power in general are very comfortable living in a grey area.  If you are the type of person who insists on having everything in black and white, you may want to observe people that you know who have achieved success and study how they handle uncertainty and lack of perfect information.

Successful people are able to make decisions even when not all information is available.  They understand that often the risks and opportunity costs of making no decision while you wait for perfect information outweigh the risks and costs of making the wrong decision.  Successful people sometimes leave things grey on purpose.  They understand that despite people’s desires to get to black and white, keeping it grey can give you an advantage.  Grey can be used as a tool to avoid the arguments and political fights that can bring an organization to its knees.  Grey can be a way to avoid a paralyzing discussion that will keep you from reaching your goals.  Successful people have mastered the art of grey.

You may argue that giving clear directions, and having things well defined and documented in black and white is a more effective way to avoid conflict and political fights.  And sometimes you may be right.  However, it doesn’t always work that way, and the leader has to make a judgment call as to when grey is more effective than black and white.  That is why it is called an art.

Now, it is important not to confuse leaving things grey with being wishy-washy, or not having solid fundamental beliefs.  And we are definitely not talking about being grey in the areas of ethics or the law.  Successful people have no tolerance for this kind of attitude or behavior.

What we are talking about is being totally comfortable with uncertainty, with lack of definition, with taking a step forward even though you don’t have all the information you need to confirm that you should move forward.  What we are talking about is being comfortable leaving a conversation open, not settling on an argument, even purposefully designing an organizational structure that is not completely well defined or understood in order keep people a little bit on edge, wondering how it all fits together, competing for the top spot even though it is never quite clear who is on top.  That is the kind of grey environment that successful people strive in.

Being comfortable with grey requires experience, talent, confidence, leadership skills, and many of the traits that you commonly find in successful people.  If you are feeling uneasy about accepting the value of grey, you may still be in the early stages of your development process.  If that is the case, you may want to start experimenting with grey by taking small steps to become more comfortable with it.  Try making a small decision without perfect information.  Leave a few things undefined even though your employees are demanding a black and white answer. 

Walk the grey line one step at a time and pretty soon you will be more comfortable with it.  Most importantly, once you start getting comfortable with grey you will more fully appreciate its value and power.

As unsettling as it may feel, master the art of grey.  It will be a key factor to your success.