The Secret Sauce Of Leadership

If the last few years have taught us anything, it’s that you can’t predict what’s on the horizon. There will always be something new and unexpected waiting just around the corner. As a leader, you must be ready to work with whatever you’re given to come to the best solution. In other words, you’ve got to be adaptable. I believe it’s the single most important trait great leaders possess.

Coming to terms with the unknown. To be adaptable is to be able to recognize, react, and adjust to burgeoning trends, new innovations, and industry shifts. Changes aren’t usually predicted with ample time for pondering and planning, so being able to pivot seamlessly is essential to maintain momentum.

The sooner you accept that nothing (and I mean nothing) will ever stay the same, the better positioned you will be to welcome change as it occurs. Knowing that the future is inherently unpredictable is the closest you’ll ever come to predicting the future, so you may as well learn to adapt accordingly.

It’s not personal, but it is all about you. This statement might initially sound self-centered but allow me to explain. Change is usually not something we have much power over. Luckily, we are not responsible for reversing the changes around us; we are only responsible for our response to them.

Having the ability to stay calm and composed when asked to pivot displays a tremendous amount of power. As a leader, it’s imperative to meet requests to adapt with grace. If you become resistant to change then you become resistant to finding solutions too. Closed-mindedness is not a sought-after quality; adaptability is.

The two most important ingredients. Adaptability is a complex skill, but when dissected, it has just two main components—flexibility and versatility.

• Flexibility: Humans usually work well with set schedules, but unfortunately there’s nothing “set” about a leader’s role. There will always be fires to put out and surprises to navigate that simply can’t be scheduled. In these instances, the ability to see the bigger picture and understand what elements will now take precedence is essential. It’s only with this skill that you will be able to adjust your course towards the continuously shifting target of success.
• Versatility: To be versatile is to be competent at a myriad of different tasks in a variety of situations. In short, you have the skillset to tackle just about anything. If you are currently in a leadership position, you’ve likely already proven yourself to be skilled in many areas, but I challenge you to expand your expertise. Whenever you find yourself struggling with a task, write it down. Take time to reflect on why it might be challenging and make a plan to practice becoming more competent and adaptable when similar circumstances arise in the future.

What adaptability looks like in practice. Being an adaptable leader takes daily practice. You must hone your skills in all types of situations, both significant and menial. The following are some traits that individuals with expert adaptation skills regularly exhibit:

• Willingness to exert extra effort when presented with change
• A positive outlook, even under less-than-ideal circumstances
• Flexibility in schedule, communication style, and methodology
• Eagerness to learn and utilize new, beneficial technology
• The ability to reprioritize tasks and act.

Being able to work in this fashion rather than rigidly sticking to the way you thought things were going to be done will take you far. When presented with change, a can-do attitude will not only make it easier for you to get things done, but it will also demonstrate to others that you are prepared to handle the unexpected.

Where discernment meets adaptability. I want to leave you with one clear distinction to consider when responding to change. Being adaptable does not mean being at the whim of happenstance. It’s being able to see what needs to be done next and why.

Adaptability is being willing to pivot and refocus, transition when and what is needed, but only when it is truly needed. If you are asked to redirect to address a new issue, you must be able to discern the best way to proceed and clearly communicate your reasoning with your team members.