Perceive and play enables adaptive leadership teams to make quality decisions quickly. They process the information they are presented with and can take action quickly, as needed. They are able to change direction rapidly.
Adaptive leadership teams experiment to discover what works and what doesn't.
Read MoreAdaptive leadership teams have total alignment. Just as a soccer team has a shared goal, the adaptive leadership team is completely aligned about the desired outcomes while respecting the diversity of experience, opinions, and perceptions within the team.
Information technology now allows adaptive leaders to read the signs (perceive) and react accordingly (play).
This organization has continuous learning embedded into its being.
Read MoreExploring project management success with Jeanette Cremor - Project Success Specialist.
We talked about the dynamic duo - project sponsor and project manager; common problems experienced on projects; solving the right problem at the right time; project success with the right people; and AAA organisations.
Read MoreIn this series of posts I am exploring Adaptive Leadership Teams.
Leadership is a team effort. Everyone has to lead and be adaptive.
The concept of Total Football encapsulates the concept of adaptive leadership teams.
Read MoreAdaptive leaders, while avoiding command and control management or micromanagement of employees, must ensure that the strategic intent and objectives are clear.
Adaptive leaders must embrace uncertainty and adopt new tactics if they play to win in the face of constant and relentless change.
Read MoreBasically you have two choices in the face of volatile, uncertain, complex and ambiguous change that is also constant.
Lie down and take it or step up and make it.
Read MoreMaking good and timely responses is at the crux of adaptive leadership. In a rapidly changing environment, the adaptive leader and their employees need to be ahead of the game. They need the capability to detect, filter, and decode signals so that they can anticipate what is coming and respond accordingly.
Adaptive leaders teach and coach their employee that change is constant and the plans we made yesterday may have to change tomorrow. Employees feel a sense of calm when plans change because it was expected.
Read MoreAdaptive 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.
Read MoreAdaptive 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.
Read MoreAdaptive 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.
Read MoreAdaptive 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.
Read MoreTalking with Stig Panduro - Cloud Business Development Director at NetApp.
Cloudy with a chance of change!
Read MoreAdaptive 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.
Read MoreAdaptive 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.
Read MoreIncreased 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.
Read MoreI 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.
Read MoreDelegation 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.
Read MoreJames Gander turns the tables on Karen and discusses organisational change management.
Read MoreWhen 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.
Read MoreTalking with Paul Phillips. Founder and CEO of Xeperno.
Exploring the IT and ITSM technology landscape.
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