Adaptable leaders mean relevant leaders
Most companies have made and continue to make strategic and operational changes to adapt to the current business environment. What was a distant future a few years ago has become a reality: hyper-digitization, automation and hybridization. In this context, what do companies led by adaptable leaders do differently?
The succession of global and regional events accelerates the need for clarity and decisions adapted to the rapid pace of change. But what do you do when the reflex of managers is to resort to old decision-making recipes is stronger than adaptation and determination? Can those who do so still build success for themselves and their teams now?
Most would answer these questions in one word: “It depends.” And they are right because there are 4 principles of action that can transform these managers “too close to the past” the ability to decide clearly and pertinently in times of volatility and can help them thrive.
Define your purpose, set your mission
The existence of a purpose provides a framework that makes hard work worthwhile. It also increases tolerance to change. When employees feel that their goal is aligned with that of their company, there are benefits such as increased involvement, conscientiousness, and increased loyalty.
The goal is related to what really matters, it is that “infinite game” that is worth playing because it transforms and does well to people, the company, and the community. The mission derives from the purpose, and the connection between well-being and mission is strong.
People who say they “live their mission” at work report five times higher levels of well-being. Leaders who link their own purpose to that of their organization, making the company’s mission a personal one in an authentic way, help their employees to do the same.
Explore one of your superpowers
Our automatic, subconscious, survival behaviors can protect us for a while, but they can limit our ability to adapt and respond in new ways to a new situation.
While beliefs or mentalities that support the status quo may be perfectly reasonable in certain situations, they immediately become useless in complex, volatile, or high-pressure situations. In such situations, leaders and organizations need to move from learned, tested, exploratory, adaptable mindsets.
For leaders, an enemy of the adaptive mindset is the belief that their job is to have the “right answers,” rather than knowing when to ask the right questions.
If leaders give up the status of “expert in the management of the company”, they can more easily navigate uncertain situations by collecting information in new ways.
By changing their mindset to encourage lifelong learning, curiosity, and openness to change, leaders can set an example of the flexibility to seek solutions or answers by asking the right questions.
Build deep and diverse connections
We usually go through our daily work routine, actively engaging in tasks and interacting indirectly with colleagues who help us perform those tasks. But this emphasis is inappropriate: inattention to colleagues is actually counterproductive to both our well-being and our productivity at work.
Research has shown that deep and diverse connections that provide social support are key elements of a Swedish buffet that nurtures our well-being and learning, especially in times of uncertainty and increased stress.
That is why successful leaders pay full attention to those they talk to, show their vulnerabilities, and show empathy but not just be empathetic and compassionately greet those in difficulty.
Practice positive thinking and mindfulness
The last few years have generated a strong emotional cost. People became demotivated, became less productive, and emotional exhaustion increased.
However, it would be wrong to believe that these phenomena were limited only to the operational staff of the companies. Managers have been affected in the same way and sometimes to a greater extent.
This is according to a survey conducted by Harvard Business Review among 1,500 respondents from 46 countries, most with managerial and executive positions.
Thus we find that 85% of respondents said that people’s well-being has deteriorated, 56% say that the requirements of their role have become increasingly demanding, and 62% of those who say they are struggling to cope with the growing workload they experienced an episode of physical and mental burnout.
That’s why mindfulness sessions help the mind to reset and people to relax to recharge with energy and vitality. By practicing the positive thinking that derives from the growth mentality, the managers will be able to print a good tone to the team and colleagues.
Managers and CEOs in the top management of companies need to understand that the adaptive mindset can be shaped, but the ability to “learn how to learn” does not materialize overnight.
But those who have the courage and modesty to do this work will be able to demonstrate this very valuable type of mentality when it is needed most, in times of change, even crisis. In a rapidly changing world, knowing how to adapt is a real superpower.
Florentina Șușnea este Managing Partner în cadrul companiei PKF Finconta. Experiența ei profesională de peste 26 de ani cuprinde domeniile de audit statutar și IFRS, consultanță fiscală, probleme de rezidență fiscală, restructurare financiară și fiscală, documentație și politici de Transfer Pricing, fuziuni și divizări, M&A, expertize judiciare, contabile și fiscale, due diligence de achiziții. Florentina este membru acreditat al următoarelor organizații profesionale: Camera Consultantilor Fiscali, Camera Auditorilor Financiari din România, Camera Expertilor și Contabililor Autorizați din România si Association of Certified Anti-Money Laundering Specialists. A absolvit Facultatea Finanțe-Contabilitate din cadrul Academiei de Studii Economice, București, Facultatea de Drept din cadrul Universității ”Titu Maiorescu”, programul MBA de la Tiffin University din SUA, este doctor în economie și a urmat numeroase cursuri naționale și internaționale în domeniul fiscal. firstname.lastname@example.org