In this second installment on leading well in uncertainty, I’m inviting you to consider your corporate culture. It might seem like a bit of a leap, but how it feels to work in your organization can powerfully strengthen people’s adaptability, or undermine it. Adaptability is what you most need to encourage in your people during turbulent times.
The big picture point here is this: your work environment matters, more than individual abilities to deal with change, and that environment is shaped by leaders.
Specifically, what might that look like?
- If I know I have strong team support, I am more likely to be adaptable. The handful of people I work with every day need to be people I trust and enjoy, so that I can be my whole self without fear.
- If I experience more positive than negative emotions at work, I am more likely to be adaptable. It is a place where I thrive.
- If I feel seen and appreciated at work, I am more likely to be adaptable. My contribution is valued and my wellbeing is supported.
- If my work environment encourages experimentation and has a healthy appetite for risk, I am more likely to be adaptable. I’m encouraged to disrupt existing patterns and to be open about mistakes as opportunities to learn.
These four experience descriptors are like dials you can turn up or down. Turn them up, and your people will be able to express their adaptability more fully. When they do that, navigating accelerating change moves from being exhausting to energy.
As a leader, you set the tone.
Curious about the behavioural science behind these ideas? Or even more curious how your team measures up? Get in touch and ask me about how to assess your adaptability.