Adaptive leaders encourage disagreement to ensure that assumptions are challenged. They encourage constructive conflict.

Adaptive leaders do this to keep employees open to new ideas, opinions, and potential solutions. They encourage everyone to contribute and they build an environment of mutual trust and respect so that employees feel safe to participate actively. 

Adaptive leaders know when to change the pace. In a world of relentless change, there can be increasing pressure from more and more demands. The adaptive leader knows when they need to focus on the ones that really matter.

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Adaptive leadership cultivates a diversity of perspectives. The leader considers divergent and diverse options and views ideas from employees before making important decisions. It is acknowledged that the knowledge of the whole is more powerful that the knowledge of the leader. This enables complex challenges to be addressed with multifaceted solutions.

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Adaptive leaders lead with empathy. They are able to see situations through the eyes of others. They are able to put themselves in another person’s shoes. The challenge for the leader is not to think about how they would feel in someone else’s shoes but how the other person feels in their own shoes. 

Adaptive leaders do not enforce rules and strict instructions on employees. When change is relentless and dynamic, we need a workforce that is empowered to make decisions and take action.

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Adaptive leaders embrace failure. Adaptive leaders provide platforms that enable experimentation, learning, and opportunities to reflect on both success and failure.

Adaptive leadership is not about authority. It is about instilling a sense of responsibility for the organization across the entire workforce.

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Talking with Stig Panduro - Cloud Business Development Director at NetApp.

Cloudy with a chance of change!

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Adaptive leaders need to be able to change direction quickly based on a rapidly changing environment. Therefore, adaptive leaders need to be able to observe what is happening and make interventions when needed.

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Adaptive leadership is knowing what to do, when you don't know what to do. Adaptive leaders learn through experimentation and manage the context, not the instruction set. They cultivate a diversity of views to generate a wealth of options. They lead with trust and respect and provide autonomy.

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Increased productivity is a direct result of delegation and trust. Employees not trusted by their manager will be less productive and more likely to leave the organization. Employees who feel trusted are higher performers and go the extra mile to get things done.

Micromanaging employees will not result in engagement. Rather the opposite will occur. Disengagement is costly. Employees who are trusted and allowed to self-manage will be engaged. Employees need autonomy and support.

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I was recently interviewed by Brian Hampton - co-founder and CEO of ChangeNerd Community.

ChangeNerd is on a mission to bring diversity of thought and empowerment to professionals focused on people and enterprise change.

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Delegation and trust sparks creativity. Creativity is vital for business growth.

Passion is an outcome of delegation and trust. Passion in the workplace is important because passionate workers strive to do better. 

When employees have distributed power, autonomy, clear objectives, and trust, they also have a sense of purpose. 

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James Gander turns the tables on Karen and discusses organisational change management.

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When leaders delegate and trust, leadership becomes based on knowledge. Trust overcomes the tendency for people to keep knowledge to themselves believing that it gives them a position of power in the organisation and allows for the discovery and sharing of knowledge possessed by the whole of the organisation.

Giving up control fosters collaboration. It allows for collaborative innovation and experimentation. Information can be shared across collaborative networks in ways that wouldn’t work in hierarchical command and control environments. 

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Talking with Paul Phillips. Founder and CEO of Xeperno.

Exploring the IT and ITSM technology landscape.

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When we delegate and trust, employees come to work and say ‘Game on!’

Motivation will happen when employees are allowed to solve their own problems, and create their own aspirations and expectations. 

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Now that we have climbed the ladder from command and control to delegate and trust, we can start to reap the benefits. Innovation is crucial to a business being able to bring new and improved products and services to the market and be profitable.

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Are you a TITO manager or a TITO leader?

The focus of a TITO manager is Time In The Office.

The focus of a TITO leader is Trust In The Outcomes.

I have worked with both 

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A little knowledge is……

Talking with Aprill Allen about knowledge management and self help. Pitfalls, challenges, opportunities and the future.

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In a world of constant change, experimentation is critical. Innovation cannot exist without experimentation. Experimentation is at the core of the success of organizations such as Amazon, Starbucks, and Google. Some experiments work while others don’t.

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Leadership is not the right of a few but the responsibility of all.

Organizations that distribute power have new leadership practices that do not rely on the effectiveness of a few but the effectiveness of the formal and informal networks across the organization. Leadership can be spread across individuals and teams. Those not in a ‘formal’ leadership role can still be leaders. 

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Talking with Robert Bull about lean thinking. What is operational excellence and what does LEAN really look like.

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