Leadership Series 1001: Applied Adaptive Leadership
When I was a doctoral student in a leadership program, we had to read and know every major leadership theory.
One of the most valuable leadership theories that I learned was from the book, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World by Heifetz, Grashow, and Linsky.
Below are the four major components of the practice of adaptive leadership.
Technical Problems vs Adaptive Challenges
The first major takeaway from the book is the distinction between “technical problems” and “adaptive challenges.”
The key here is recognizing that technical problems have technical solutions with knowledge that already exists.
Adaptive challenges require adaptive solutions that are only acquired through new learning.
The biggest mistake leaders can make is trying to solve an adaptive challenge with a technical solution.
Unpacking the experience of adaptive challenges reveals the underlying resistance to change and the fear of loss.
Implementing Adaptive Leadership
Get on the Balcony or Get on the Dance Floor
One key framework of adaptive leadership is knowing when to “get on the balcony” or “get on the dance floor.” This is about the shift between working in the business or on the business.
An adaptive leader begins to recognize where they spend most of their time. Then they regularly ask themselves, “what is needed now?”
Sometimes we need our leaders to be in the game with us, helping with task accomplishment and problem solving. Other times, we need our leaders to be out of the way and overseeing the whole, larger scale change.
As the leader yourself, you have to be able to distinguish what is needed now: get in the game or observe from above.
Regulating the Heat
The second key framework is the metaphor of “regulating the heat.” The metaphor reminds us that leaders can directly affect the stress and tension of the group. The opportunity then is to notice what your team needs right now.
Are they overwhelmed and stressed out? —> Turn down the heat.
Are they disengaged, over socializing, and missing deadlines? —> Turn up the heat.
The simple action of regulating the heat is incredibly useful when running a team. You oversee the regulation of the heat. It is not only within your control, but also a major part of your role as an effective, efficient leader.
Regulate the heat!
Managing Yourself
Personal leadership development is essential. In fact, it is critical when leading adaptive change. The fourth section of this book outlines ways to become a sustainable adaptive leader.
Developing into an adaptive leader requires people to really understand themselves, and to do this, the authors recommend that you see yourself as a system.
See all the dynamics that make up who you are, in the same way that you see the dynamics that make up your team.
Personality, life experiences, skills, abilities, emotions, all of it: know yourself but view yourself from an objective position.
Then you can manage yourself.
Next, closely examine your own leadership skill set.
Are there areas that you need to develop or hone?
Are you good with groups and individuals?
Can you handle introverts and extroverts?
How do you handle conflict and confrontation?
These questions are asked not to bring you down, but to show you what you need to learn or revisit.
Much of adaptive leadership is simply about having a growth mindset: being willing and able to learn new things and apply them. You do have to take your own medicine though and be willing to learn, change, and adapt yourself.
Adaptability is critical in this ever-changing system we call life. When you’re the leader in charge of a business and other people’s lives, you not only have the power but the responsibility to lead in a way that moves with the change.
Adapt, survive, thrive.
I work with leaders all over the world encountering very similar experiences as they navigate leadership and life.
If you are interested in becoming a more adaptive leader, contact me to set up a leadership discovery call.