Adaptability in Leadership: An Executive's Secret to Success

What’s the single-greatest weapon of a senior leader??

If you ask any successful executive this question, they’ll likely share a solid list of essential skills with you, including core leadership, creative and disruptive thinking, articulation of vision, empowerment, and effective communication.?

These are all important arrows in your quiver, and all are good answers. However, in my own experience across many executive-level roles, your single-greatest weapon is adaptability.?

Throughout my career, I’ve positioned myself to be at the forefront of change and transformation, often building new organizations from the ground up or “turning the ship” and driving major course corrections. For me, leadership through adaptability has meant that I can effectively move from environment to environment and bring the best qualities and competencies to bear as if I am the expert, and as if no others can.?

When executives who want to perform at the highest level take on new roles or parachute into turnaround situations, they recognize upfront that each organization is wholly unique. Different environments generate different combinations of roadblocks and challenges, ranging from psychological safety to skill development. A stellar leader will pinpoint those issues and adapt to draw upon the right competencies for the situation at hand.?Acting as an expert, they then lead from the front.?

Here are two great examples of executive adaptability in action:

Lou Gerstner and IBM.?In 1993, IBM posted an $8B loss – at the time, the largest in U.S. history.?Gerstner, formerly the CEO of RJR Nabisco, was hired to come in and turn the company around, even though he was a technology industry outsider. He immediately reintroduced a focus on excellence in execution, simplification, speed, and decisiveness.?

Gerstner moved swiftly and effectively, not only by leaping from cookies to software, but by navigating challenges that were specific to IBM, such as not being able to rely on established and steady executive support. Based on the situation he inherited, Gerstner thought and operated like a strategy consultant – he had to quickly get to a place where he could formulate a vision and drive effective workstreams. Rather than dismantling the company, Gerstner ultimately invested in IBM’s unique competitive advantage, which was to provide integrated solutions for customers and pioneer B2B internet e-commerce.?

Mary Barra and General Motors.?By 2014, General Motors, once a titan of American auto manufacturing, was reeling from years of propping up unprofitable brands, safety recalls, and the aftershocks of the Great Financial Crisis. Barra quickly realized that the company, and its different divisions, were culturally and structurally organized for conflict. Barra adapted to this unique dynamic and implemented a two-fold solution: First, she demonstrated decisive empowerment by selling off several historic brands, while also drawing upon the right combination of skills needed to introduce a fresh a culture of trust and collaboration across the company.?

For both aspiring and current executive leaders, I hope these examples and my perspective on adaptability kickstarts some inspired thinking.

What does executive adaptability mean to you??I’d love to get your thoughts, below.?

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