How can you develop adaptability when navigating change in your organization?

Understand how you are thinking about the change and then recognize where you may need help to become resilient and adapt. Once you understand your own sources of resistance you can lean in and use resources to help yourself. This may be asking questions, being curious, attending training, asking your peers and leveraging resources. You can also think about a similar change that you have experienced and recognize that you can learn new things and adapt to change. If you are a leader, recognize that your team will all have different reactions to change and you can provide them a safe space to ask questions, voice concerns and vent. Then support them with communication and empathy as they adapt.

Zuerst ist aus meiner Sicht relevant, die Situation an zu nehmen wie sie ist. Dh. auch all die unangenehmen Emotionen, die wir vielleicht gerne nicht fühlen würden. Keine Emotion dauert l?nger als ein paar Sekunden, die Frage ist womit wird diese "angereichert" um "m?chtig" zu werden. Anpassung hat defensiven Charakter. Welche Optionen gibt es, ins aktive Gestalten zu kommen? Was sind eigene Ziele, Ambitionen die mit dieser ?usseren Ver?nderung entstehen? Wie kann ich diese erreichen? Welche Chance liegt darin? Was kann ich daraus lernen? Gibt es einen Aspekt, der Neugierde erzeugt? Wenn die Ver?nderung nicht beeinflusst werden kann, den Umgang damit kann Jede:r selbst gestalten. Unterstützung kann helfen neue M?glichkeiten zu finden.

Firstly is to be clear in communication around the need for the change and assess the level of understanding of the change and language and conversation around the change. This will allow for the ability to curate actions that are fit for purpose and encourage engagement and sharing of knowledge and perspective at all levels. Secondly ensuring that there is consistent language from all levels is important both in written and verbal discussions. Encourage an environment for shared knowledge and continuous learning at all levels. Use multiple tools to share the benefits of continuous learning using multiple formats to meet the different learning styles.

You should start by assessing your current adaptability level, as it is the foundation for growth. The Adaptability Quotient (AQ) provides a comprehensive view, measuring your coping skills, learning agility, and creative problem-solving abilities. With its three dimensions—ability, character, and environment—you gain insights into how you learn, manage emotions, and respond to external factors during change. Identifying strengths and weaknesses in these areas is a practical starting point for setting targeted goals in adaptability development. A dynamic approach for navigating change effectively.

Open Communication: Foster a transparent environment where information flows freely, addressing concerns and keeping everyone informed. Continuous Learning: Encourage a culture of continuous learning to help employees acquire new skills and stay relevant in evolving situations.

Your coach should be asking you some tough questions. Such as: Why are you convinced that yours is the only viable opinion? Why is it so hard for you to hold conflicting opinions in your head? Or, the killer: Why must you always be right?! When we are honest with our answers we find that our ego is a major block to organizational change.

Seeking out coaching is a great start. That was how I got into coaching myself. There was an organisational change and I was promoted. I felt out of my depth. I hired a coach and I liked it so much that I became one. Coaches also work inside of organisations so you might find a qualified coach working in HR too. I preferred to have someone external. I also recommend interviewing a few to find the right chemistry.

Many organisations facing change choose to bring leadership coaches in to support employees with adaptability. Growth mindset can be developed, and it begins with the opportunity to air your fears and observe them from a different angle with a skilled and experienced coach.

In my experience, being able to identify what you want to get coached on goes a long way... not walking blindly into a coaching session, and expect the coach to perform miracles :-) Once I know what it is that I 'struggle' with, or where I simply see areas of growth, then working with a coach is an amazing experience!

For seeking feedback and get coached,... 1.Seek out mentors or colleagues who have experience navigating change successfully and can provide valuable insights. 2.Request constructive feedback on your adaptability, focusing on specific examples and actionable suggestions for improvement. 3.Establish a peer coaching relationship where you and a colleague mutually provide guidance and support during times of change. 4.Attend workshops or training sessions focused on adaptability and change management, where you can learn from experts and peers. 5.Join professional networks or communities where individuals share experiences and strategies for navigating change, providing a platform for learning. 6.Schedule regular check-ins with mentors

Remember that embracing a growth mindset isn't just about saying, 'I've got a growth mindset!' I've heard too many executives claim that they, and their teams, have a growth mindset when they really don't. It's about being comfortable with not being right the first time, finding out what you could do better, and embracing that change. It takes real bravery and needs to be cultivated, one step at a time, with lots of celebration of your milestones along the way...for example, if you handle some really tricky feedback without getting emotional, or book on a training course to develop a skill someone says you need, reward yourself for having this growth mindset and keep working on it!

Embracing a growth mindset is indeed a cornerstone of adaptability. However, it's important to note that this mindset shift often requires deep, transformational work. It's not just about positive self-talk and learning from mistakes, but also about embracing our fears and creating psychological safety within oneself and in the organization. This process can be challenging, but it's crucial for fostering a culture of continuous learning and resilience.

Navigate change with a dynamic mindset. Dive into the unknown, listen to diverse voices, and experiment with new methods. Challenge assumptions, continuously refine, and adjust strategies based on live feedback. Adaptability is an action – engage, question, evolve.

Ein Growth Mindset wie es Carol Dreck so wunderbar beschreibt und abgrenzt vom Fixed Mindset ist ein wichtiger Baustein für Anpassungsf?higkeit. Er wird im AQ Modell von AQai unter F?higkeiten mit der Dimension Mindset beschrieben. Hier ist insbesondere für Leader die Verbindung zur Master Dimension Umfeld entscheidend. Wie sieht es aus mit der Emotionalen Gesundheit, der Arbeitsumgebung, der Unterstützung durch die Organisation und das Team? Womit wir bei der für die Kultur ausschlaggebenden Psychologischen Sicherheit nach Amy Edmundson sind. Dies ist gem?? der Google- Aristoteles-Studie der zentrale Erfolgsfaktor für herausragende Team-Performance. Tipp hierzu: das wunderbare Buch "The Psychological Safety Playbook" von Karolin Helbig.

For those of us driven to achieve, letting go of control can be exceptionally hard! Part of embracing a growth mindset, however, includes recognizing when our need for control limits change, and actively choosing to relinquish control of some aspects of our work. Letting go allows us to step away from the middle of the change, and removes some of the emotions involved.

As they teach us in 'design thinking'... fail early, and fail often! Sounds simple, but is not easy... human beings don't really like to fail ;-) But if you can create trust within a team, and the necessary psychological safety for team members to safely try out new things (even if they don't work out), then team members can get energized by the unfamiliar... and try out new things to innovate.

Como coach ejecutiva, subrayo la importancia de experimentar y aprender de diferentes situaciones. Al probar nuevas ideas, asumir riesgos y reflexionar sobre los resultados, no solo fortalecemos la adaptabilidad, sino que también construimos resiliencia. Aprender de los errores se convierte en un catalizador para el crecimiento, permitiendo superar obstáculos con menor frustación y desarrollar una mentalidad de crecimiento frente a los desafíos. Estas habilidades, combinadas, no solo impulsan el desarrollo personal y profesional, sino que también contribuyen a la capacidad de afrontar y prosperar ante el cambio constante del mundo en el que vivimos.

To experiment and learn... 1.Purposefully expose yourself to situations outside your comfort zone to foster adaptability through new experiences. 2.Experiment with different problem-solving approaches, allowing yourself to adapt and refine strategies based on outcomes. 3.Volunteer for tasks or projects that expose you to diverse challenges, promoting adaptability in handling varied situations. 4.Embrace the opportunity to learn from failures, analyzing what went wrong and how you can adjust your approach in the future. 5.Collaborate with colleagues from different departments or roles to gain exposure to various perspectives and work styles. 6.Cultivate a mindset of continuous learning & seeking opportunities

Ich bin ein gro?er Fan von Experimenten bei der Organisationsentwicklung, insbesondere wenn es um die Kultur geht, z.B. um neue Formen von Zusammenarbeit und Führung. Ausprobieren, einfach machen, etwas ganz niederschwellig testen ist so leicht. Man kann schnell loslegen und auf der Ver?nderungsreise durch Reflektion, durch Lernschleifen, sich weiterentwickeln oder auch etwas verwerfen. Das sch?ne an einem Experiment ist es ja, dass es per definitionem auch scheitern kann. Ganz im Gegensatz zum Projekt oder einer Pilot-Phase. Schwierig wird es, wenn es keine positive Fehlerkultur gibt. Wenn die Kultur vorherrscht, wir müssen perfekt sein. Bei einem MVP (Minumum Viable Product) geht es ums Lernen aus dem Feedback, nicht um 100% Qualit?t.

Think of adaptability as a an experiment. Try new things, mix it up and see what works. It's all about learning from our mistakes and experiences. Got a new idea? Give it a go! Made mistake? No worries, it's all part of the learning process. Keep that curiosity alive and be open to different paths and possibilities.

Viele Ver?nderungen in Unternehmen und im Privaten scheitern, weil das Umfeld Ver?nderungen als l?stig, bedrohlich oder überfordernd wahrnimmt und deshalb blockiert. Es ist also besonders wichtig, darauf zu achten, dass ein Umfeld geschaffen wird, in dem Unterstützung und Offenheit herrschen. Im Unternehmen identifiziert man dafür gezielt die Befürworter von Ver?nderungen und setzt sie als Change-Angels ein, die konkrete Change-Ma?nahmen durchführen. Im Privaten empfehle ich genau hinzuschauen, wer immer nur Bedenken ?u?ert. Diese Menschen sollte man meiden, weil sie einen aufhalten wollen. Wichtig ist der Austausch mit denjenigen, die zuh?ren, l?sungsorientiert mitdenken und einen auffangen. Mit ihnen gelingt der Change.

Every change, good or bad creates a “fear of loss” for every team member that it affects. Everyone experiences a different potential loss with every new change. The five types of loss to consider are: Safety, freedom, status, belonging & fairness. To mitigate resistance to change, it’s important to create accessible & authentic support networks as an essential part of the “after care plan” of any implemented change. This will bring a sense of stability and security much quicker to the ecosystem experiencing change.

If you want to add value to your organization and differentiate yourself from other employees, build out your network, not just externally, but internally. You can be that employee that busts down siloes, and consequently, identify areas for cross-functional collaboration that could not only provide you with a greater ability to navigate change but also create a competitive advantage for others in your organization to navigate change. Developing this type of 'boundary-spanning leadership' will help cultivate this advantage for you and your organization.

Developing adaptability can be challenging and stressful, especially when you face complex or uncertain changes. That's why you need to build your support network of people who can help you cope, learn, and grow. Your support network can include your colleagues, friends, family, mentors, or coaches, who can provide you with emotional, practical, or professional support. You can also join or create communities of practice, where you can share your experiences, challenges, and best practices with other leaders who are navigating change. Building your support network can help you reduce your stress, increase your confidence, and access valuable resources and opportunities.

Von Anpassungsf?higkeit hat vor Jahren noch niemand gesprochen. Es ist erst durch unser disruptives Umfeld, durch Zunahme von Dynamik und Komplexit?t relevant geworden, um bei soviel Unsicherheit dennoch nachhaltig wirksam zu sein. Dafür ist die Einbindung der Menschen entscheidend, ansonsten ist der Change oder gar die Transformation zum Scheitern verurteilt. Die zentrale Aufgabe der Change Leader, d.h. der Sponsoren auf Management-Ebene und der direkten Führungskr?fte ist es, ihre betroffenen Mitarbeitenden bei ihrem individuellen Ver?nderungsprozess zu begleiten, damit diese sich auch emotional unterstützt fühlen. Zudem ist der Austausch in Peer-to-Peer-Netzwerken und CoPs wichtig, um zu erleben, dass auch andere im selben Boot sitzen.

Change is scary. We fear it because it may mean we stand to lose something or our routine is disrupted or we question our ability. As well as adopting a growth mindset, I believe it’s also useful to approach change with the understanding that some things are in our control, while others are not. When we are able to adapt our relationship to change, it’ll alleviate our discomfort and inevitably make us more adaptable. Willingly accept what is outside your control and you elevate your adaptability.

From my experience, creating the right conditions to cope with change is critical... both on individual and team level. The self-awareness of a leader about own coping strategies with change, level of emotional and cognitive resilience, and the ability to thrive with a level of uncertainty... combined with a working environment characterized by trust and psychological safety... that's a great recipe!

We are all afraid of change - to one degree or another. Here are my three tips for cultivating a culture of adaptability: - Emphasize continuous learning: Encourage employees to take ownership of their professional development by providing access to training, mentorship, and informal learning opportunities. - Communicate openly and frequently: Keep employees informed about upcoming changes, company news, and any relevant updates. Encourage and provide safe spaces for open discussion and feedback. - Manage expectations clearly: Set goals and provide regular feedback to help employees track their progress and identify areas for improvement. Recognize and reward success to foster a culture of positivity and achievement.

Für mich ist Achtsamkeit der gr??te Hebel, um die Anpassungsf?higkeit bei Ver?nderungen zu verbessern. Achtsamkeit bedeutet, sich seiner Handlungen und Denkweisen im Hier und Jetzt bewusst zu sein. Achtsamkeit hilft uns dabei, uns selbst besser zu kennen, wodurch wir auch mehr Verst?ndnis für andere entwickeln. Diese Haltung kann uns helfen, wenn wir bei Ver?nderungen auf Widerst?nde sto?en, schwierige Entscheidungen treffen müssen oder emotionale Gespr?che mit unseren Teams führen. Sobald wir besser verstehen, was uns und andere bei Ver?nderungen hemmt, k?nnen wir besser auf die inneren Widerst?nde eingehen. Achtsames Zuh?ren, d.h. aufmerksam beim anderen sein, hat sich bei diesen Gespr?chen sehr bew?hrt, um Widerst?nde aufzul?sen.

You already have tools for adaptability from previous experience. Mine your history for the riches it holds. You'll be surprise how much you already know. It's much easier to build on something that works than it is to start from scratch. Also, remember when you're asking for patience people and circumstances give you lots of chance to practice patience; being annoyed IS the opportunity to build the patience muscle. Same is true with adaptability. The moment you commit to learning it will be the moment all you can see is change. Refusing it will delay your growth. Let change be your classroom, laboratory and playground where you can safely learn and practice everything you need to pivot more successfully.