Given my focus on Adaptive Leadership in my blogs over the past six weeks, when one of my clients shared this with me recently, I just had to share it more widely. It is a wonderful example of Adaptive Leadership. In this case, in the aged care sector. To remind you, the three attributes I see at the core
Listening is important in any conversation. However, listening to the voices that you don’t normally hear from is critical at this time. Those from outside your normal circle of trusted advisers. I run a mentoring group once a month. At my most recent one I presented my views on Adaptive Leadership which gave a lens to look through to
My blog a few weeks back encouraging you to slide back down the maturity curve and grasp Adaptive Leadership with both hands, has lead me to consider the analysis tools we have available and which would be most useful when looking to be adaptive. There are a bunch of tools I use regularly. They include Stakeholder Analysis, PESTLE Analysis,
Devolving decision making is another key element of Adaptive Leadership. At its core, devolved decision making is about recognising that you and your trusted inner circle of advisers don’t have all the answers and so you must trust your people to come up with the answers. To coin a phrase from Heifetz et al, authors of The
Being courageous with your decision making is key to adaptative leadership which I have been writing about for the last couple of weeks. Easy to say, yet you and I both know that courageous decisions are full of risk and opportunity. Will it work? What will it cost me? What unforeseen problems am I creating? Yet, the