adaptability – Reimagine. Strategy.

July 13, 2026

Adjust the Dial

I’ve been thinking about real-life use cases for adaptability.

One is knowing when and how much to “adjust the dial” when something you’ve been doing needs to change.

A friend of mine recently had her first baby, and this weekend we talked about the seismic adjustment of being fully responsible for another human being. I commented that you need to learn constant vigilance when the baby is born, and you need to unlearn it during the emptying nest phase. Dial up, dial down. Both require adaptability.

July 6, 2026July 6, 2026

Animal Tracks

My strategy clients are often concerned that to be a strong strategist they need to be good at accurate prediction. Let me reassure you that strategic behaviour does not require you to be clairvoyant!

It does help if you can discern signals.

Even better if you can differentiate them from lagging indicators and old news.

May 11, 2026May 11, 2026

Get the Imaging

When we visit a doctor, often the first step in diagnosing an issue is to get the imaging. Xray, ultrasound, CT scan, MRI — whatever they need to get reliable visibility on what is going on. Makes sense.

Our leadership is no different. Today’s tip to lead well in uncertainty is to “get the imaging.” You need reliable visibility of what is actually happening inside your organization.

May 4, 2026May 4, 2026

Set the Tone

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.

April 27, 2026April 27, 2026

Driving Fast in Fog

Today I am starting a series on leadership behaviours that help in contexts of uncertainty and accelerated change — and ones that don’t.

Deloitte’s 2026 Global Human Capital Trends report indicates that one third of workers experienced at least 15 major changes in the past year. These include changes in the work, in the skills required to do the work, in the tools used to do the work, and in customer expectations of the work. That’ll make your head spin! The report goes on to describe that the effects on workers have been largely negative, with 68% experiencing decreased wellbeing and 58% feeling less relevant or left behind. And leaders themselves aren’t immune to this pace of change — they are experiencing it even as they must lead through it.