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Being an “Adaptable Leader” Is a New Requirement

4/17/2014

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Picture
Change in our business environment happens very quickly these days. To be successful in your career years and decades ago, it was more or less enough to learn a skill or process and then simply repeat it over and over. Today this is not enough. We must continually learn and develop our skills. As true as this is for our personal effectiveness, it also applies to leadership effectiveness.

What is adaptability? A few years ago, some research funded by the U. S. Army Research Institute for the Behavioral and Social Sciences compiled the following attributes as dimensions of adaptability:

  • Handling emergencies or crisis situations
  • Handling work stress
  • Solving problems creatively
  • Dealing effectively with unpredictable or changing work situations
  • Learning work tasks, technologies, and procedures
  • Demonstrating interpersonal adaptability
  • Displaying cultural adaptability
  • Demonstrating physically oriented adaptability
Adapting your leadership style to meet the needs of a changing business environment, the needs of different people, and a variety of opportunities is bound to be more effective than staying in the comfort zone of a singular leadership style.

Adaptable leadership is about being ready for change. While you may have an end-goal and a basic strategy to reach it, the path that you plan to take is not set in stone. This allows appropriate responses to the demands of the moment. Detours and unforeseen circumstances are welcomed and viewed as opportunities. Adaptable leaders make the most of such change and take advantage of variety.

Tips for developing an adaptability mindset:
  • Quit following the rules. Do you refer to standard operating procedure on everything? When is the last time your process changed? Do something differently once in a while.
  • Think twice about saying no. Stop yourself when you find yourself rejecting a new idea or feeling pessimistic about an initiative. While in the moment, ask questions rather than expressing disagreement or negativity. When you have a minute, reflect on your immediate reaction and challenge yourself to find positivity in the situation.
  • Start your day differently. If you have a typical morning routine—same wake up time, same breakfast, same route to work—change it up. Routines tend to flow into one another so you might be going through the motions at work too. Starting your morning differently will trigger openness to doing things differently for the remainder of the day.
  • Be an early adopter. Rather than resisting change, be the first to embrace it. Find a helpful new technology, system, tool, software, or process that is relevant to you and your organization. Learn it inside and out and then introduce it to others.
Small ways to weave adaptability into your leadership style:

  • Adapt to personalities of employees, coworkers, customers. To achieve a goal of communicating better and working with others more effectively, adapt your own interpersonal style to complement theirs. For example, with some you may want to be more direct. You don’t need to change who you are, just how you sometimes behave.
  • Adapt to skills and weaknesses of employees. Delegate work based on interests and skills. Learn about who is good at what and who needs to develop what. When hiring new talent, seek to fill gaps in knowledge and competencies.
  • Adapt to the time of year. Most businesses and departments go through cycles of activity. One quarter is busy while another is slow. Plan ahead and take advantage of down-time to pursue long-term objectives. 


- See more at: http://quickbase.intuit.com/blog/2012/01/19/being-an-adaptable-leader-is-a-new-requirement/#sthash.sTBXvr5K.dpuf

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  • Home
  • Applied Analytics
    • Analytics for Decision Making >
      • What is Cluster Analysis
      • Data Reduction and Unsupervised Learning
      • Preparing Data and Measuring Dissimilarities
      • Hierarchical and k-Means Clustering
      • Defining Output Variables and Analyzing the Results
      • Using Historical Data to Model Uncertainty
      • Models with Correlated Uncertain Variables
      • Creating and Interpreting Charts
      • Using Average Values versus Simulation
      • Optimization and Decision Making
      • Formulating an Optimization Problem
      • Developing a Spreadsheet Model
      • Adding Optimization to a Spreadsheet Model
      • What-if Analysis and the Sensitivity Report
      • Evaluating Scenarios and Visualizing Results to Gain Practical Insights
      • Digital Marketing Application of Optimization
      • Advanced Models for Better Decisions
      • Business Problems with Yes/No Decisions
      • Formulation and Solution of Binary Optimization Problems
      • Metaheuristic Optimization
      • Chance Constraints and Value At Risk
      • Simulation Optimization
    • Analytics for Marketing >
      • Marketing Analytics and Customer Satisfaction
      • Customer Satisfaction
      • Measurements and Scaling Techniques – Introduction
      • Primary Scales of Measurement
      • Comparative Scaling
      • Non-Comparative Scaling
      • Experiment Design: Controlling for Experimental Errors
      • A/B Testing: Introduction
      • A/B Testing: Types of Tests
      • ANOVA – Introduction
      • Example -Inspect Spray and Tooth Growth
      • Logit Model - Binary Outome and Forecastign linear regression
      • Text Summarization
      • Social media Microscope
      • N-Gram - Frequcy Count and phase mining
      • LDA Topic Modeling
      • Machine-Learned Classification and Semantic Topic Tagging
    • Data Engine >
      • Understanding The Growth Of Data
      • Evaluating Methods Of Data Access
      • Communication journey
      • Data Journey
      • Planning for data visualisation
      • Visualisation Component
      • Content Connection and Chart Legitibility
    • Customer Insights >
      • Introduction
      • What is Descriptive Analytics?
      • Survey Overview
      • Net Promoter Score and Self-Reports
      • Survey Design
      • Passive Data Collection
      • Media Planning
      • Data Visualization
      • Causal Data Collection and Summary
      • Asking Predictive Questions
      • Regression Analysis
      • Data Set Predictions
      • Probability Models
      • Results and Predictions
      • Perspective Analytics (Maximize Revenue and Market Structure Competitions)
    • Analytics for Advance Marketing >
      • Visualisation and statistics (Political Advertising,Movie Theater and Data Assembly)
      • Excel Analysis of Motion Picture Industry Data
      • Displaying Conditional Distributions
      • Analyzing Qualitative Variables
      • Steps in Constructing Histograms
      • Common Descriptive Statistics for Quantitative Data
      • Regression-Based Modeling
      • Customer Analytics
      • Illustrating Customer Analytics in Excel
      • Customer Valuation Excel Demonstration
  • Soft Skills
    • Adaptability
    • Confidence
    • Change Management
    • Unlearning and Learning
    • Collaboration and Teamwork
    • Cultural Sensitivity
  • Marketing
  • Finance
  • Economics
    • Introduction to Managerial Economics >
      • Basic Techniques
      • The firm: Stakeholders, Objectives and Decision Issues
      • Demand and Revenue Analysis >
        • Demand Estimation and Forecasting
        • Demand Elasticity
        • Demand Concepts and Analysis >
          • Formulation and Solution of Binary Optimization Problems
      • Scope of Managerial Economics
    • Prodution and Cost Analysis >
      • Production Function
      • Estimation of Production and Cost Functions
      • Cost Concepts and Analysis I
      • Cost Concepts and Analysis II
    • Pricing Decisions >
      • Pricing strategies >
        • Adding Optimization to a Spreadsheet Model
      • Market structure and microbes barriers to entry
      • Pricing under pure competition and pure monopoly
      • Pricing under monopolistic and oligopolistic competition
    • Narendra Modi Development Model of Gujarat
  • JBDON Golf
    • Digital Marketing Application of Optimization
  • Let's Talk
  • MBA Project Sharing
  • About Us
    • Good Read >
      • IIMC says PepsiCo CEO Indra Nooyi was an average student
      • India’s middle class figures in Fortune’s Top Ten list of those who matter
      • The Start-Up of you.
      • BUYING AND MERCHANDISING
      • HUMAN RESOURCE MANAGEMENT
      • Do You Suffer From Decision Fatigue?
      • New Page
      • About social media and web 2.0
      • Building Your Own Start-up Technology Company, Part 1
      • Building Your Own Start-up Technology Company, Part 2
      • Building Your Own Start-up Technology Company, Part 3
      • Building Your Own Start-up Technology Company, Part 4
      • Renewable energy is no longer alternative energy
      • What Makes an Exceptional Social Media Manager?
      • The Forgotten Book that Helped Shape the Modern Economy
      • Home
      • How to Think Creatively
      • A Lighthearted Looks at Project Management and Sports Analogies
      • Why Trust Matters More Than Ever for Brands
  • CET Knowledge Zone
    • Tips From JBIMS Students >
      • Prasad Sawant
      • Chandan Roy
      • Ram
      • Ashmant Tiwari
      • Rajesh Rikame
      • Ami Kothari
      • Ankeet Adani
      • Sonam Jain
      • Marketing Analytics and Customer Satisfaction
      • Mitesh Thakker
      • Tresa Sankoorikal
    • Speed Techniques
    • CET Workshops
  • Untitled
  • New Page
    • Cluster analysis using excel and excel miner
    • Chance Constraints and Value At Risk
    • Adding Uncertainty to a Spreadsheet Model
  • Adidas