I’ve been serving as the Integrator at EOS Worldwide since 2016, finding talented people and guiding them to reach their maximum potential.
In the ever-growing list of soft skills for effective leadership, I see flexibility as one of the most necessary. Without it, other skills like empathy and active listening don’t hold as much weight. While employees may appreciate that you’re attentive, they’ll quickly become frustrated if they don’t think you’re versatile, too.
Without adaptability, you can get steamrolled by not being able to react quickly enough to changing landscapes. You don’t want to be stuck in rigid ideals or unwilling to listen to what customers actually want.
The Importance Of Adaptability
As The Great Resignation outcomes showed, high performers don’t tend to stick around with a company that isn’t sincere about constant improvement or isn’t agile enough to pivot. One MIT Sloan Management Review survey found that workplace toxicity was the top predictor of people churn.
What could be more toxic than a “know it all” leader who’s uninterested in anyone else’s opinions? I’ve experienced that during my career—it’s no fun, and it’s what spurred me to follow other career passions and lead and be led in a more authentic and relatable way.
Of course, it’s not easy to always remain flexible. A lot can get in the way, not the least of which is the uneasy feeling that can come from stepping outside your comfort zone. However, you can train yourself to be more adaptable by trying some of these strategies:
1. Look at things from different perspectives.
My business partner is a creative visionary. He brings many new ideas to our weekly meetings, and they’re often ideas I wouldn’t think of since they are from a perspective different from my own. Over and over, he and I will work through these innovative concepts—frequently with me playing a bit of “devil’s advocate.”
Seeing an issue from multiple angles requires curiosity and receptiveness, particularly for counter-thinking. You aren’t required to agree with everything you hear but don’t dismiss what’s new or unusual out of hand. Seek clarity from others so you aren’t always locked into a single (sometimes stifling or limiting) perspective.
2. Take lifelong learning seriously.
Plenty of leaders would say they’re lifelong learners. That’s a good thing—but only if you can back up your words with actions. For example, are you seeking knowledge that only supports your own existing beliefs or are you pushing yourself to make true learning discoveries and consider other alternatives or ways of thinking?
Here’s what I mean: My company has a thriving training platform filled with videos, assessments and related tools. Then, we started exploring emerging topics like ChatGPT and AI. Suddenly, doors opened, and we began to make broader connections to improve our learning management system.
3. Build trust by valuing others’ input.
If you are unwilling to engage and collaborate with your team and hear their points of view, they may shut down. Your willingness to encourage innovative, solution-based approaches really matters. You’re giving validation to the thinking process itself, even if a particular idea they suggest doesn’t fit with your current business plan or vision. You want your team to walk away feeling heard, valued and appreciated, which will make them more likely to bring other ideas into the open in the future.
You must build trust with your team so that thoughts, ideas and suggestions are free-flowing and abundant. One way to do that is to give them a psychologically safe space to share. For example, my workforce is geographically diverse, so we frequently appreciate global insights that begin with phrases such as: “I’ve noticed here locally, that other organizations are…” Without all these practical, real-world experiences to lean upon, how can we truly understand what’s best and right?
4. Role model and mentor the flexibility you desire.
Be mindful and aware. When you witness managers and leaders shutting others down in a discouraging way, give them real-time guidance. Help them understand what you observed and why that is likely to lead to less-than-healthy development of your people.
Visual storyteller Simon Banks titled a piece: “You are not a leader until you have produced a leader who can produce another leader.” The title was based on a quote he heard that stuck with him. It’s stuck with me, too. In order to have an organization that exhibits top-to-bottom flexibility, you need to start with your own actions, words and behaviors.
5. Take regular clarity breaks.
You might be abrasive, rigid or controlling occasionally, usually when the stakes are high or an urgent issue needs to be resolved. When that occurs, step back. Ask yourself: “What’s prompting this? What am I afraid of? Why am I not as flexible as I could/should be right now?” Being honest with yourself may be challenging, but understanding your emotional response can help you recognize the triggers that can hamper your leadership.
Challenging yourself allows you to reframe the moment. You’ll gain clarity about your own thinking and you’ll feel less overwhelmed. Plus, your self-reflection may tear down artificial barriers that can lead to solving some of your biggest issues.
Leaders often fall into the trap of thinking they have to have everything figured out. You don’t. You just need to be flexible enough to test, iterate and pivot while avoiding getting locked in an unyielding mindset that can hinder your ability to move forward.
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