I talked about leadership credibility in the previous blog and in this blog post, I will talk about being adaptive.
Being adaptive means having an ability to change to suit different conditions.
I use the term adaptive to describe people or leaders who are flexible — they don't lose their cool when plans change quickly and they are always willing to learn new ways to do things. Being adaptive helps you as a leader to sail along in today's ever-changing world.
Charles Darwin had famously said - “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”
While he was talking about evolution, the same applies to the business world. An organization that does not respond to changes in the market will not survive in the medium to long term. The organization’s responsiveness in turn depends on the leader’s adaptability.
One of the key roles of a leader is to define the strategy for the organization. The traditional approach to strategy, however, actually assumes a relatively stable and predictable world. The goal of most strategies is to build a lasting competitive advantage by establishing clever market positioning or assembling the right capabilities for making or delivering an offering. Companies undertake periodic strategy reviews and set direction and organizational structure on the basis of an analysis of their industry and some forecast of how it will evolve.
But given the VUCA world that we operate in now, companies and leaders are grappling with issues like:
What companies are realizing is that sustainable competitive advantage does not arise exclusively from position, scale, or just technical superiority but it stems from organizational capabilities that foster rapid adaptation. Instead of being really good at doing some particular thing, companies must be really good at learning how to do new things.
What will help companies survive and thrive in this VUCA world is the ability to read and act on signals of change. The ability to experiment rapidly, frequently, and economically—not only with products and services but also with business models, processes, and strategies. Most importantly, the ability of the company and its leaders to unlock their greatest resources—the people who work for them.
I believe it is how we think. Our behaviour is a manifestation of our thinking. When faced with unpredictable change, how do you think? Are you afraid of losing what you have? This is called being prevention-focused. Or are you excited by new possibilities of positive outcomes? This is called being promotion-focused.
We tend to be either prevention-focused or promotion-focused.
Prevention-focused people see their goals as responsibilities, and they concentrate on staying safe, protecting what they have, and avoiding mistakes.
Promotion-focused people, on the other hand, see their goals as creating a path for growth or advancement and concentrate on the rewards that will accrue when they achieve them.
So you see, when we are prevention-focused, we’re afraid to make mistakes and this makes us reluctant to step out of our comfort zone and it keeps us stuck. When faced with change, it makes us focus on the potential obstacles and raise objections such as
All these reactions are reasons we give ourselves for not moving forward. Moreover, how we react to failure says a lot about our approach to the rest of the team. Do we look for who’s responsible for the failure or do we look for the lessons learned from the failure? If we look for who to punish then we are encouraging people to stay safe and not make mistakes – thus making them more prevention-focused.
On the other hand, if we focus on what lessons can we draw out from the experience and then come up with a better solution, we will encourage innovation in the organization. For this to happen, you as a leader also need to be willing to talk about your missteps and the lessons you have learned. By focusing on what opportunities are emerging out of the changing scenario and how to make the most of it, we will be energized to move ahead.
So that brings us to the question of what can help up become promotion-focused.
To my mind what can help us deal with change and uncertainty successfully and become promotion-focused is adaptive thinking.
It is the ability to “recognize unexpected situations, quickly consider various possible responses, and decide on the best one.”
So first, it means that you should be able to recognize the signals of change. Also, you need to develop a way of thinking that enables you to pause before you react, consider all possible options, evaluate these options and then choose the best possible way to act, and do all of this very quickly.
If you have well developed adaptive thinking, you will not be overwhelmed by all the information overload that comes with uncertainty and change. You’ll have curiosity about your environment and will be able to make sense of disparate data, see patterns, experiment and deduce the possible direction of the trend.
Firstly, learn to scan your environment constantly, build networks across different domains, understand what’s happening in different markets and regions and be really curious about the emerging developments.
It is no wonder that successful leaders are well read and well networked. They’ve figured out how they learn best and apply that to make the most of the time they set aside for learning. Whether it is through books or podcast or videos or talking to a mentor or coach, they know what works for them and use it to learn rapidly and continuously. They also use their networks to gather information and then connect people across networks thereby increasing their influence. By developing this curiosity and willingness to learn, you will be able to strengthen your ability to gather signals from the market proactively and hence be better prepared to deal with the changes.
The next thing is to develop divergent thinking that will enable you to come up with various options for the same problem. Divergent thinking is the capacity to find relationships between ideas, concepts, and processes that, at first glance, don’t appear to be connected. You can use tools like brainstorming and Edward De Bono’s six thinking hats to practice coming up with multiple out-of-the box ideas. Being in a positive frame of mind can help you get more creative ideas. Also, encourage people around you to think creatively and laterally, thus creating an environment where new and innovative ideas are stimulated.
The third step is to evaluate the options that you generate to pick the one that you think will give the best outcome. This requires critically examining the underlying assumptions and careful reflection and probing of the problem through many lenses before taking decisive action. Avoid getting prematurely locked into simplistic go/no-go choices. Force yourself to zoom in on the details and zoom out to see the big picture. What can help you further is to invite perspectives from diverse stakeholders. If you use these techniques, you are bound to get better and better at strategic decision-making. It’s important to have patience, courage, and an open mind.
So, to develop an adaptive mindset, simply do these three things regularly – scan your environment, encourage divergent thinking and evaluate options critically. This kind of thinking is a mental muscle that gets stronger as you practice more.
In an increasingly turbulent environment, business models, strategies, and routines can become obsolete quickly and unpredictably. As a leader, you need to be able to experiment quickly and economically. To do this, you need to create an environment that encourages knowledge flow, diversity, autonomy, risk taking, sharing, and flexibility as this is where adaptation thrives. In your organisation, encourage coming together of modular units that freely communicate and recombine according to the situation at hand rather than have permanent silos. Create a culture in which inquiry is valued and mistakes are viewed as learning opportunities – and this needs to start from you before it trickles down to the rest of your organisation. The success of your organisation depends on your ability to be adaptive.
In an earlier post, I had introduced the CARES model of leadership development that I have designed for preparing leaders for success in this VUCA world. Being Adaptive is an essential part of leadership for the VUCA world.
Being adaptive means having an ability to change to suit different conditions. I use the term adaptive to describe people or leaders who are flexible — they don't lose their cool when plans change quickly and they are always willing to learn new ways to do things. Being adaptive helps you as a leader to sail along in today's ever-changing world.
In an increasingly turbulent environment, business models, strategies, and routines can become obsolete quickly and unpredictably. As a leader, you need to be able to experiment quickly and economically. To do this, you need to create an environment that encourages knowledge flow, diversity, autonomy, risk taking, sharing, and flexibility as this is where adaptation thrives.
The success of your organisation depends on your ability to be adaptive.
To experience a complimentary coaching session to explore how you can develop adaptive thinking, click on the Request Consultation button above.
2020 is coming to an end and what a year it’s been! The global pandemic has really challenged us in so many ways and it’s been hard for many of us to feel in control as the crisis just drags on. Our businesses have taken a hit but we know that there are many around us who have been hit even harder.
It’s natural then for many business leaders to feel guilty about the hard decisions they’ve had to take in terms of layoffs, closures and disruptions in service. A client of mine had to let go of a senior employee in the US and he knew this meant that the employee had to go back to his home country and his entire life would get disrupted. He was also worried that the employee would no longer have health cover to take care of the special needs of his child. A friend who is the CHRO of a large organisation was distraught when a young employee passed away due to COVID and he felt he couldn’t do anything to save her.
Guilt is an unsettling emotion to deal with. But it’s also a sign that you’re a conscientious leader. While there are many things that are out of your control, one way of dealing with this guilt when it hits you is to re-evaluate and improve the way you approach your employees and company, and demonstrate compassionate leadership in difficult circumstances.
Here are 5 ways in which you can do this:
If you have a small team, it’s possible for you to do so yourself. If you have a large employees base, put together small cross-functional teams to spread out and listen to the wider group. This will help you plan your initiatives better.
When you have no choice but to implement furloughs, reduced hours, or pay cuts, don’t delegate sharing the news to HR - it feels demoralizing, disrespectful, and lacks empathy. If you are responsible for the decision, it is you who should be sharing it. This sends a clear message to not just the people who are impacted but also the others around them and support the morale of the team.
If some of your decisions have gone wrong and negatively affected others, take remedial action as soon as you know or can and do it as publicly as possible. Acknowledge your mistake and then communicate new developments frequently and consistently. Decisions can go either r way based on the limited information that we operate on – you are not expected to be right all the time. But how you own up and make amends is what your team and customers are looking at.
Try and see what benefits can be retained even when someone goes on a furlough or pay cut. Help the ones who’ve been laid off to find new jobs. Provide career transition support wherever possible.
People respond to that. They connect with you and they trust you when you’re being the best version of you. Talk about how you balance your own personal and work commitments. Talk about your own challenges and encourage sharing of tips and resources for managing workload, scheduling and so on. You don’t have to have a stoic mask all the time. Let people know that you also struggle sometimes and that’s okay. That’s being human.
So, to sum it up, it’s understandable if you as a leader are struggling with guilty feelings as you see the disruptions and struggles that the Covid-19 crisis is causing your employees and colleagues, sometimes specifically as a result of your own actions. But if you reframe your feelings of guilt as an opportunity to consciously and thoughtfully make the best decisions possible, communicate clearly, and behave with compassion and concern for both your employees and yourself, then you can help steer their teams and organizations toward better times.
If you want to talk about this, just click on Request Consultation and pick a convenient time for discussion or send me a WhatsApp message using the button above.
Many times, when I bring up coaching with business leaders and owners, they react by saying that I’m doing well. I don’t think I need a coach.
To my mind, there are two possible reasons for this reaction – one, they are not aware about what real coaching is and its benefits, and two, they are not ready to have a hard look at themselves and see what’s not working. They may be afraid of what they might uncover and are happier just coasting along till they are forced to confront these issues.
I always make an effort to explain what real coaching is and how it’s different from having a mentor or guide or just reading self-help books. I also make it a point to share that coaching is not about solving problems. It is about unblocking the realisation of your potential. You can do and achieve much more than what you are doing currently just by getting out of your own way. A coach helps you get out of your own way and go after those big hairy audacious goals.
Ask yourself this
Having a coach is not a sign of weakness – it’s a sign of ambition, it’s a sign of hunger for bigger impact, it’s a sign of courage to work on oneself.
Go ahead, tell me you don’t need a coach…
Click on the Request Consultation button above for a discovery call.
To be truly listened to is an amazing experience, partly because it is so rare! When another person is totally with you – leaning in, interested in every word, eager to empathize – you feel seen and understood. When people feel that they are really being listened to, they open up more as they feel safe and secure and the trust between the parties grows.
Unfortunately, most people do not listen at a very deep level as they are preoccupied with the challenges of their fast-paced life. As a result, most conversations tend to skim on the surface.
The absence of real listening is especially prevalent at work. Under pressure to get the job done, we listen for the minimum of what we need to know so that we can move on to the next fire that needs fighting. So, what’s the consequence of this? Everyone is talking, no on is listening. As a result, employee engagement has become a serious issue in organisations today.
This is becoming a bigger problem in this COVID scenario as employees are dispersed and the conversations are very transactional and brief. Leaders seem to have become busier and more distracted in recent times.
How often are you as a leader distracted in a conversation or a meeting with your team? How often are you as a leader not psychologically present when you are virtually with your team? How often do you cancel, interrupt or shorten meetings with your people in favour of some other stakeholder, priority or task? How often do you make your people wait, ask, or even hope for your leadership? Ironically, now more than ever, leaders need to be deeply and continuously connected with their teams.
What your team needs right now is authentic and unequivocal leadership presence. So, turn off the noise in your head. Turn off the noise from your technology. Focus your mind and your time on the people you lead and they, in turn, will follow and support your leadership efforts.
Now, more than ever, it’s important to take the time to connect, to show that you care about your employees as people. Listening deeply will also help you understand what their challenges and expectations, and gives you a chance to share what your intentions and goals in a way that everyone can be aligned.
Listening is a skill that you can gain from training and practice. And who better to learn if from than coaches. Effective coaches tend to be gifted listeners and they hone their listening skills to reach a high level of proficiency. This enables us coaches to reach the inner recesses of your mind and help you get those deep insights.
In the book, Co-Active Coaching, Henry and Karen Kimsey-House explain the three levels of listening and how the art of listening can be cultivated.
Level 1 listening is an interaction where the primary focus of you as the listener is on your own thoughts, opinions, judgments, and feelings. You relate the words you hear to your own experiences or needs. For example, if we are buying a car, we will be listening at Level 1 to the salesperson to see how the car features will fit our needs and budget.
Level 2 listening takes the communication one step further. It involves paying attention to the tone of voice, body language and facial expressions. As you filter out your internal chatter and distractions from the environment, you are able to tune in to the meaning of the words, choose a way to respond, and assess the effect of the response on the speaker.
Level 3 listening brings an entirely new state of awareness to the conversation. It involves doing everything at Level 2, plus using your intuition and being open to receiving more information in any form that it presents itself. If you get a hunch, for example, while listening to someone, you could bring it up without being attached to it. Without insisting on being right, observe the effect it has on the speaker and be aware of where the conversation goes next.
For instance, you may say: “I understand that you are happy with the results, but I have a feeling that you have something else on your mind.” The response may be, “No, not really,” or “Yes, actually, I wanted to tell you about this issue that came up with our project.” It is irrelevant if you are right or wrong; what is important is the effect on the conversation.
So, there you have it – why it is important for you as a leader to hone your listening skills and how you can enhance your depth of listening. The art of listening takes time to develop, but it can be practiced daily. It builds trust and understanding and contributes significantly to your effectiveness as a leader.
If you want to discuss further, just schedule a complimentary consultation by clicking this link above.
The latest articles and industry insights delivered to your inbox